As you go throughout your daily routine, do you ever stop and think about everyone else’s? We’ve all been there; become so absorbed in our own tasks that we develop tunnel vision. However, it is important to let those around you know that they are supported, cared for, and actively thought about. As a leader, check-in rounds can be a useful tool for boosting morale, but also connecting with team members in general. The intention of rounding is to briefly touch base with team members and hear what’s happening for them.
Frequency and Consistency
Check-in rounds work best as informal monthly sessions that usually take about 15 minutes or so. While the questions can be specific to your organization, I’ve included a few below that should be asked every month. Including an aspect of consistency in the questions, helps everyone be prepared.
What’s Going Well?
Asking the question, “what’s going well?” is a great way to start off. It is a way to remind everyone, including yourself, that there is always something positive to focus on. Furthering this idea, asking, “who deserves recognition for the work they are doing?” allows the person to highlight a team member. Be sure to individually thank these people for their work and let them know which team member recognized them. All in all, these questions build a stronger sense of camaraderie and set a hopeful tone for the workplace.
What Can I Do to Support You?
Following with the question, “what can I do to support you?” ultimately shows the team member that they are cared for. Employees want to know that their supervisors have their best interests at heart. Oftentimes, as a company strives towards goals, it’s easy to be labeled as just part of the brand or part of the machine. Asking how you as a leader can support reminds them that they have access to individual attention and active supervisory contribution. It also gives you insight into what is important for that specific person, where they are needing help and in what way they want to be supported.
Tips and Tricks
It helps for people to know the questions in advance, especially for those who like to prepare and think through their answers. Over time, new questions may be needed, so be sure to keep people up to date. For example, you may add a question to assess a new initiative. To make the short rounds impactful, document people’s responses, follow up with people who deserve recognition, address issues that have been identified, and provide the necessary tools. You’ll close the feedback loop by reporting on trends and action plans at a future meeting.
All in all, check-in rounds allow operations to remain in sync while ultimately emphasizing the importance of workplace unity.
