FOLLOWING UP

Reviewing ongoing efforts or situations in order to assess the current status, needs and/or next steps.

DETAILED DESCRIPTION

Overmanaging means you don't trust your staff - thus, you follow-up too often. Leaders can also be too hands off and not follow-up often enough. This can be dangerous if staff aren't quite sure what they are doing, if they need direction, if they need encouragement, or if they need correction.

Being confident of this, that he who began a good work in you will carry it on to completion until the day of Christ Jesus.Phillipians 1:6

Skilled Characteristics

  • Delegates

    Truly delegates work and empowers others

  • Freeing

    Lets others finish their work once assigned without interfering

  • Checks-In

    Checks-in periodically with staff’s progress, unless there is a problem

  • Gives Authority

    Assigns enough authority for people to make their own decisions

  • Open

    Lets others contribute their ideas to how the work is to be done

  • Trusts

    Works to personally perform fewer work tasks and instead trust others with those tasks

  • Helps

    Usually helps with other’s assigned tasks only when needed or asked

“Success comes from taking the initiative and following up.”

– Tony Robbins

Unskilled Characteristics

  • Distant

    Rarely follows-up on other’s work assignments

  • Controlling

    Overcontrols and meddles in other people’s work responsibilities- micromanages

  • Denies

    Doesn’t empower others – denies them opportunities to learn and grow

  • Underachieves

    Doesn’t get the most out of people – does not maximize people’s strengths, passions and time

  • Self

    Does too much of the work oneself

“If we follow-up, the Lord will not let us down.”

– M. Russell Ballard

Causes of Weakness

  • Unaware

    Doesn’t really know what people are supposed to be doing

  • Not Tactical

    Doesn’t know HOW people are supposed to be doing their work

  • No Goals

    Does not set measurable goals to follow-up on

  • Fear

    Afraid of people’s reactions if he/she follows up with others

  • Uncommitted

    Isn’t committed to the job or the goals of the team/organization

  • Time Management

    Does not manage one’s own time well and thus is overwhelmed with one’s own responsibilties and has no time to follow-up with others

  • Distrust

    Doesn’t trust others to do their job well

  • Staff Skills

    Has unqualified staff that require constant follow-up and direction

How could improve your follow-up with your staff?

Advice

Review the simple application steps below and choose 1 or 2 things you can do to spur yourself on to further growth.

  • Over-managing?

    OVER-MANAGING DUE TO POOR STAFF? Consider whether you have the right staff in the right roles. If not, consider changing people’s roles and/or changing your staff. Be willing to confront performance problems directly with your staff. It is an opportunity for them to learn and grow. Consider bringing new staff into your team for a trial period so that you can first determine if the person is a good fit for your team.

  • Expectations

    POORLY COMMUNICATED EXPECTATIONS: If you haven’t spent enough time explaining (or teaching or demonstrating) to your staff how they should be doing their work, then you need to improve in your own time management. It is better to take the necessary time up front to explain things to a person rather than having to do it yourself later, or micromanage the person to death.

  • Need Practice?

    NEED PRACTICE DELEGATING? Periodically, ask each staff member whether there is anything he or she thinks he/she could do that you are now doing yourself or monitoring too closely. Pick one or two things per person and empower them to do it on their own. Make sure the up-front communication is adequate for them to perform well. Explain your standards—what the outcome should be, the key things that need to be taken care of, then ask them to figure out how to do it themselves.

  • Impatient?

    IMPATIENT? Set up a timetable with your staff with agreed upon times to discuss progress. Let them initiate this on a schedule you are comfortable with.

  • Perfectionist?

    PERFECTIONIST? Set performance goals and objectives along with your staff in a realistic and motivating manner.

  • Distant?

    DISTANT AND REMOVED? Remember that leaders ought to have a vested interest in the success of each of their staff. If your staff fail at something, you and your team will be more likely to fail. It is your job to keep an eye on how each staff person is doing, how well they are doing their job, and how you can help them to continuously improve. Make it a personal goal to look for at least one thing to complement each of your staff about every day. At regular staff meetings, give staff members an opportunity to give updates on their work progress, plans and needs. Set a goal to check in with each staff member on a periodic basis to see how they are doing, what they need help with, and what feedback they have for you.

  • Scared?

    SCARED? See the competency on leading with courage and/or managing conflict.