At the beginning of the year there should be time committed to reflection on all accounts. It’s a great time in the business world to take stock of what you, your team and your organization were able to accomplish last year. And it is after the drama of year-end reviews.
The end of year reviews, despite my loathing for the process do offer you an opportunity to reflect, not only by yourself, but with your team as well. In many of the organizations I’ve worked with, the end of year review process is coupled with goal planning and development planning for the New Year.
This is a great opportunity for you to start to truly reflect on your employee’s development and their needs. It’s a great time to start thinking about how to grow them, how to keep them engaged and how to prioritize work streams to give them the development that they need.
The majority of their growth and development is going to happen on the job. As their Kessler, it’s your responsibility to assess those needs, with them, and plan out the experiences they will help them and the organization.
The reflection that you are likely in the middle of right now should include this practice of planning months in advance. Putting a plan of action in place for who gets what projects, when and how is an important component of a leader’s job.
All too often, I’ve seen managers put absolutely zero thought into the distribution of work. They rely too heavily on one or two ‘go-to’ employees to get all of the work done. Typically, in these situations they overwhelm the employees, and give them what starts to appear as busy work. Worse, this behavior prevents others in the group from getting an opportunity to showcase themselves.
I recognize that priorities shift quickly and without notice and that some of your plans will be scrapped, and that’s okay, but there needs to be some planning done that allows you to assess the individual’s needs, the organization’s direction and the work streams that will grow your employees.
There may be moments of struggle and doubt, there will be times when you will default to old behaviors and push all new projects to your A players; having a “people plan” will help you avoid these tendencies.
If you want a high performing team, it’s on you to help develop all of them. Planning how you’re going to do that is a good start.
And there’s no time like the present to make that happen.