lencioni says, “most of the people that complain about micromanaging are people that don’t want to be micromanaged themselves or are people who don’t want to do their job. our teams are not intended to be simply transactional—they do the work, they get a paycheck. you don’t have the time or the energy to let under[performance linger, so put on your big boy/big girl pants and improve your dealings head-on with your direct reports. if you just contact through email when you need them to do something, this sends the message that you don’t really care about them as a worker. hold one-on-one meetings, and ask them questions, not only about what they need to do, the task currently in front of them, but also about what they want out of their career. just listening goes a long way.. you don’t have to have all the answers, and most reasonable people aren’t expecting you to.
a direct report needs guidelines to be efficient at his or her job. what do you expect to see from them by the next one-on-one meeting? make sure you provide a continual stream of information about the things that could possibly affect them, whether or not it is directly connected to their project. it’s a mistake to assume they see things the way you do. use the first part of a meeting to discuss the performance plan objectives and results with your report. remember that respect and trust flow both ways – you and your report need to have a mutual understanding and high opinion of one another to produce the best work you can.
how do you overcome the challenges of supervising employees in different locations and time zones? “join in on a conference call to the home office so you can get a glimpse of [the situation] from their perspective,” mortensen says. in light of time-zone constraints, it’s considerate to set up the meetings on a rotating schedule so that no one team member or region is unduly burdened or disrupted.
mortensen says it’s critical that you “watch the language you use when talking about remote workers and make sure you’re not creating fractures within your team.” concentrate on what you and your direct reports have in common — organizational goals and objectives, for example. “in order to get everyone on the same page, i painted a picture of our strategy so that everyone — from developers in india to the leadership team here — would know what we’re doing,” he says. “so i do public thank-you emails, and cc others as a way for them to ‘eavesdrop’ on the conversation.”
here’s a crash course on managing your direct reports for multiple wins. consistently meet. analyze and create a plan. let them vent. give how to manage remote direct reports what the experts say set expectations visit on a predictable schedule encourage communication spark great managers understand that effective people management requires flexing to the style of their direct report’s needs. (everyone has different needs). what, managing direct reports job description, managing direct reports job description, what does managing direct reports mean, rule of 7 direct reports, direct reports example.
direct reports are employees who, as the term implies, report directly to someone who is above them in the organizational hierarchy, often a manager, in a nutshell, a direct report is a subordinate working directly below the person who supervises their work. if how to manage direct reports 1. get to know your team 2. give feedback 3. focus on your team’s growth 4. empower your team 5. use, what do you call the direct reports of your direct reports, what is number of direct reports, direct reporting manager, direct reports on resume, having direct reports, my direct reports, number of direct reports meaning, indirect reports, direct reports or reportees, opposite of direct report. what are direct report responsibilities? how many direct reports should an it manager have? how do you develop direct reports? tips for managing direct reportsget to know employees on a personal level. involve them in the decision-making process. empower your direct reports through delegation. encourage participation and input. consider the right direct report to do the job. make them aware of how the task benefits the company as a whole.
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