How often do you get to the end of the workday unable to recall what you accomplished?
You know that you were busy, lots of important info was exchanged, and maybe some problems were solved. But no big stones really got moved.
Sound familiar?
Operations heroes often find themselves drained and unable to pinpoint what they’ve accomplished.
Now, there’s a lot of moving parts in your day and a lot of ways to handle it. You wouldn’t have gotten this far without already being pretty efficient.
But there is one almost invisible trap that may drain your energy. With a little strategy shift, you can make better use of your team’s time, insight, and skills.
Today I’ll share an elegant solution that shifts your approach to meetings so you can get out of the weeds and regain some white space on your calendar.
Ops Execs Need More Time
It’s so easy to get stuck in the routine of meetings. Every system, process, and project has their own flow. Your direct reports need your input on their teams and a steady stream of deliverables.
I mentioned back in Episode 1 that Operations Executives tend to be heroes who overdo. One way that manifests is always feeling the need to be constantly available.
This noble intention is often partially addressed by a weekly check-in. What better way to stay connected with each of your direct reports and keep up with what’s going on with them?
But it’s too easy in busy times for “check-ins” to develop into over-inflated and inefficient catch-alls.
Streamline Your Ops One-on-Ones
Without a thoughtful structure for one-on-ones, it’s likely you’re siphoning off some responsibility from their plate to yours.
You may in fact be unknowingly discouraging your direct reports from stepping up to be more efficient.
And you’re the Master of Systems! Why not have a system for your check-ins, one that you test and tweak to make work best for you?
Don’t forget – you create the energy and the pace for your team. Time to sharpen your edge.
You can make more out of your weekly check-ins by designing and assigning engaging prep work. I recommend a set of 3 or 4 prep questions for them to answer and send you in advance.
Questions like:
- What have your biggest wins been this week?
- What are your priorities this coming week?
- Where are you experiencing obstacles?
- How specifically can I be of support to you in our one-on-one?
Sharing project updates or other one-way information beyond this can just as easily be handled by email or your team’s shared platform, can’t it?
Stay Available to your Ops Team for the Important Things
Offloading detail to information channels allows creative time and space for what matters most. Redesign your check-ins so that they leave the meeting in a better place than when they started. Use the time for things that are most worthy of your time and attention, like:
- Giving and receiving feedback,
- Sharing guidance about their priorities and challenges they’re facing with their team,
- Providing perspective on interdepartmental tension points, or
- Connecting their work to the larger purpose and goals.
This is really where your energy and focus should be, rather than in the details of all their projects and workflows.
Now, don’t get me wrong, I’m not saying that you never need a longer time together. There will of course be situations that require a more generous calendar invite. Those can be scheduled as needed.
But shorter meetings with a consistent, streamlined structure invite your reports to prioritize. You can get out of their way and inspire them to level up their engagement and be on point.
A New Approach to Your Business Ops Team Check-Ins
Now, a new structure for your one-on-one check-ins means you’re shifting the game for both of you. I recommend these five tips:
- Give a heads-up. Let your reports know at least a week in advance that your check-in format will be changing and your goal for it.
- Be compassionate. You’re introducing a new component to their jobs and asking them to use different muscles. It might take some people a little longer than others to turn the ship. But also …
- Be firm. Share clear, specific instructions on what to submit to you and when. Include a timeline that gives you at least 24 hours to review their prep work.
- Be curious. Treat this like an experiment, and review progress after a couple of months. You can recalibrate the format and/or give feedback based on the results you get. And …
- Be prepared. Carve out calendar time to digest their prep work and be ready to engage with your reports on purpose.
You can’t stop the chaos, but you can change the game.