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Submitted by cruss on
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BLUF: How should I handle a new team member when rolling out feedback to the rest of the team?

Background: I've recently been made the 'Lead' of my 4 person team. There was no previous lead position (Check this thread for more details). I started rolling out O3s within a couple weeks of the change and have been doing them for 5 months now. I'm ready and eager to roll out feedback to my team and have been listening to the "Rolling out the Trinity" casts to make sure I do it right. I have also been mentally practicing by looking for things I could give feedback about and trying to think about what I would say.

We also were approved for and have been interviewing for a additional position on the team (from 4 to 5). Our manager has let me lead the interview process and I have had great success with the MT Interview casts and the results capture meeting cast. Today we offered the top candidate and he accepted. I couldn't be more excited! Now I'm starting the 'New Direct - First day meeting' cast and other prep.

This leaves me with a dilemma. I know I need to have 6 to 8 weeks of O3s with the new person before I start feedback with him to build the relationship. I'm just not sure how it will go with me still being so new to both the role and the trinity. Should I handle rolling out Feedback any differently because of the new team member?

Any input is greatly appreciated.

donm's picture
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I would integrate the new hire as if he had already been there for the duration. Start O3s and feedback immediately. Otherwise, you're treating him differently, and that separation/differentiation cannot be good for the team as a whole. It can make the new hire feel less like part of the team, because he is treated differently.

Aside: I started feedback almost immediately with my directs and my skips. I know that's not MT guidance, but when you have a group of demoralized people, the positive feedback (I almost never give negative feedback) is necessary to improve their morale and performance. I prefer to tell my folks when they're doing the right thing, rather than point out the occasional misstep. I find it amazing how grown people tend to beam when you point out how well they are performing their tasks. I have one direct who still blushes when I give him positive feedback. And all of them endeavor to continue the proper behavior, to get more positive feedback.

wendii's picture
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Congratulations on your new role and your new hire!

It's fine to have people at different stages of the trinity within your team. Remember, in your relationships with them, they are individuals, not one amorphous blob.

Carry on with feedback with the directs who are ready for it. Start from the beginning with the new person. You can't jump into feedback without building the relationship first. It doesn't have to be a secret either - you can absolutely tell him "this is the management method I use. These people are here and I'm giving them feedback. You and I are here and for now we'll just be doing O3's until we know each other well".

Wendii

cruss's picture
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Wendii,

Thanks for the reply. I was leaning toward waiting but I'm going to push forward with positive feedback for my existing team members and bring the new person in according to the 'rollout' schedule.

I'd be grateful to get your thoughts on my resume question here?

Canyon R

pushbuttonmax's picture

Just to be clear, you are NOT your teams designated Manager, correct?  The team does not have to work with you for their employment reviews and you are not able to fire them, right? I copied your original post below:

"We are explicitly not 'managers' but we are responsible for all of the functional components of managing the teams. We assign work, represent our team in projects and meetings, report status and issues to the director, and I am currently leading the effort to hire another member for my team."  Submitted by cruss on Tue, 07/29/2014

There is a big difference in being a team lead that is accountable for the team performance and a manager who is responsible for the employees.  If so, you may be heading into some conflict with your peer team members who are as you mentioned that you are at the same job level as they are.

I don't remeber which cast it was, but I believe in the cast was a caution about using the feedback model vs peer feedback.

cruss's picture
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You are correct, I am not the Manager. I am responsible for the performance of the team and the productivity of each team member. I have spoken in general terms with our Manager about 'communicating with the team about their performance' and she was fine with the idea. I'm also confident that she would support me if there were any push back as long as I wasn't being unreasonable. I'll go back through the casts and see if I can find the one you are referring to. Thank you for the caution.

Unfortunately, due to a combination of sick days, vacations, and production issues we haven't had a team meeting with full attendance since my original post so I haven't been able to roll out the feedback model to the team yet. I'm just waiting for the right time and continuing to listen to the casts and prepare for our new hire to start this Tuesday.

Thanks as always for all the great replies.

Canyon R