I get letters from all
over. I decided to share a note from one of my favorite bankers who
is dedicated to professional development - for herself, as well as her
team. She learned to use the weekly report in my Supervisor Boot Camp a
few years ago. I am passionate about utilizing a weekly report. Not
everyone shares my passion but everyone who uses one knows the value of it.
Here's how I teach it.
Every Friday by 3 PM,
everyone turns in a weekly report to their supervisor. It's basically an
outline with the current date and the name of the individual completing it.
The outline contains three headings, Accomplishments, Problems and
Plans. Under each heading, you list bullet points or key factors that are
important to remember or vital to communicate to the boss. The manager is
to create one as well and share with all his/her direct reports. The
Weekly Report ensures communication and it provides tracking and accountability
for both parties. When I receive an employee’s weekly report, I like to
write directly on it, offering my responses, copy the report and give it back
to my employee. Now we both know that we both know what went on that
week.
Here is what my friend,
the banker sent me:
I have been using the
weekly report with my staff since last year. I have seen a decrease in
what is in the reports and even them skipping completing them. What suggestions
if any would you have to re-stress the importance of the content and completion
of these reports- outside of the obvious that I require it?
Here was my response:
Are they doing a
"to do" list every day?
I have always reminded
my team that the "to do" list and calendar are the perfect tracking
tools for pulling together the weekly report.
Manage by walking around
and ask to see their daily to do list every day or every other day. If they don’t have one, help them create one
on the spot. A to do list helps you
focus and prioritize. Helps you to not
waste time or forget what needs to get done.
Ask them to do a
quarterly summary (right now this week you could ask for a “first six months of
2013 summary”) of the their weekly reports and self-assess how well they think
they did with regard to planning, problem solving and getting goals met and stuff
done. Nothing is more motivating than to see what progress you’ve made or need
to make!
Remind them the report
is for them. It empowers and enables them to track their success, to
provide them accountability, credibility and planning.
The key to success is
having a plan and executing it. Act like a turtle. Stick your neck
out when you have to get where you are going.
Slow and steady. Pull back occasionally, stay headed in the right
direction, watch out for getting run over and you will get to where you are
trying to go! Learn to read the signs
for when you need to step it up and when you need to kick it in gear and have a
sense of urgency. Responsiveness and persistence
will pay off.
Managers remember this;
develop a culture that supports learning. Demonstrate by your actions that you
believe continuous learning is vitally important. Invest some of your
budget dollars in training and education. Consider a reimbursement plan
for courses employees take through local colleges. Allow employees
to click here to continue reading Ten Techniques for Developing Others!
Still learning,
Honey
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