On top of the weekly team meetings, it is important as a manager that you follow up one on ones with your individuals. What frequency? I think it depends on you and the size of your team. Once I was working with a plant manager who had 150 people reporting into him, and asked him, How do you do to manage the performance of your people on a regular basis, his technique was actually the same as mine, in a different scale. From the hundred 50 people, he and he identified who are the top performers, five to 10 top performers, and who are the people that he needs to manage the performance with, which are the lowest performing people, probably the five to 10 ones. And his technique was to manage the lowest performers to make sure that they don't negatively disengage the rest of the team and to empower the peak performers so that they pull and lift the team towards better performance.

So same technique basically because from 150, he was only managing tend to 20 if you have 10 to 20, up to you to decide if you want to do a portion of it more regularly, and then the core of the team less regularly or if you want to do all individuals up to you. So, when you review the performance of a direct report one on one, what's key is to focus on their goals. And to focus on both the what and the how, if you do, if you do those two things, if I remember that as a manager, your job is to bring people back to the big picture. If you start talking about all the operational issues and all the decisions you need to make and the emails that you need to sort out and the problems you have to fix, you're going to reach quickly the end of your session, and you will not have reviewed the people's goals.

The risk with that is you're not asking us the life compass you were supposed to do. You will you're not showing people if they're on track with their performance outcomes. You're not giving them feedback. And you're risking that by the end of the year, when the year and the appraisal comes, you have surprises. A good manager is a manager who very quickly closes down the year because their direct reports throughout the year know exactly where they stand on their performance level. So they know exactly what to expect at the end of the year.

Any feedback, you need to provide it immediately. Don't wait for the end of the year, provided straight when it happens. And this is why your one on ones are so valuable, because you're going to be consistently aligned. And you can track your performance with the individual on a regular basis. Now, there's a third technique that I learned how to apply. At the beginning.

I was chasing down the people. I was giving them the rating. I was giving them the feedback. I've changed this. I want to prove this from my people because it engages much more The individual when they have to do it. So the first role is, I am absolutely available for a performance review.

But it's down to individual to, to organize it to set it up and to invite me. Second, the dividend individual has to update their goals tracker and presented to me, they rate themselves, they provide themselves their own feedback. And we can discuss and adjust together where I disagree. Your role as a manager is to stretch them, it's to challenge them, and at the same time, to reinforce what they do right to care about them and to give them the level of comfort that they need, especially as twos, ns threes, see how we can use the vocabulary told you so this is your one on one, make it impactful, make it very professional, because this is what you're going to use as your performance management process. And like I said at the end of the year, you Should have no surprise when you get there. you've nailed this.

Well done