First O3
Submitted by anandrules on Mon, 12/03/2007 - 21:12.
in
Guys,
I just moved departments & found out that i cant get all my staff at the old dept to move. :( This dept has a very different culture from my prev one & getting people to setup O3 is very difficult here. I have 13 directs, i've managed to setup O3s only with three of them. The rest are stubbonly resisting to setup a O3(even three weeks away). Should i setup a O3 or should i encourage them to setup :?: The first O3 i had last week, was mostly me talking... Is there some strategy that should be followed, to get them talk :?: I feel like I'm making a mistake here...but cant figure out the right direction to go...
First O3
Do they accept Feedback?
First O3
I asked a similar question in this post
http://www.manager-tools.com/forums/viewtopic.php?t=2261&highlight=
The answers might apply to your situation as well.
First O3
What does stubbornly resist mean?
Mark has a great technique he shares at the conference: Stick your hands in your pocket, be quiet, and just look at them. Look at them like "is that really your answer?" Eventually they'll talk themselves around to the meeting.
Be tough, insist.
First O3
I don't know if it's the MT approach... but I'm tempted to say that you should go ahead and organise those O3s anyway. If they do not turn up for them you can then give them some feedback about this in terms of their wasting the the opportunity to have one-on-one time with you, failing to respect your time, etc. I'd be surprised if many stood up to that for long.
First O3
[quote="WillDuke"]What does stubbornly resist mean?
[/quote]
By not refusing to set up a meeting on their calendar. I dont think I can take this up. I'm documenting all this, atleast I can give them some feedback during annual review...
First O3
[quote]By not refusing to set up a meeting on their calendar.[/quote]
I'm assuming that's a typo, and you mean they refuse to put it on their calendar.
Yeah, that's a Mark moment with hands in pockets. (He jokingly said it was to help him not hit the other person.) They're in an untenable position. You're the boss, you want them to meet with you.
Now, maybe an emergency comes up that prevents the meeting at the last minute, but there's no emergency 3 weeks out that prevents it from getting on their calendar.
Something just occurred to me. Are you talking to them in person when they refuse, or are you sending email? If you're not face-to-face this is one of those "cowboy up" management moments where you have to go talk to them.
"George, I'd like to meet with you every week for 30 minutes. I am meeting with the whole team. These meetings really give us the opportunity to . I see your schedule is full for the next couple of weeks, so why don't we start on the 25th. From then on we'll make it a regular weekly meeting. How does 9am work for you?"
Re: First O3
[quote="anandrules"] I'm documenting all this, atleast I can give them some feedback during annual review...[/quote]
I believe M&M suggest that feedback shouldn't be saved for annual review time, it should happen all the time. There should be no major surprises for directs at annual reviews, because they have already had the feedback during the year.
First O3
Wow.
Do you routinely refuse meeting requests of YOUR boss? Very few can get away with that behavior for very long.
This is not an optional meeting. If your directs don't come, give them feedback.
If one of my directs stubbornly resisted, and I did my all to get them there...
I would fire them.
I'm not suggesting YOU do that ("in my organization we can't do that", I know)...I'm telling you how serious I think one on ones to be.
This is the single most important behavior you will engage in. Any failure to attend or engage or contribute will be met with feedback, repeatedly. Long term repeated feedback without change leads to late stage coaching. Failed late stage coaching leads to termination.
Mark