Follow up!

This is common sense to some and not to others. In any interaction you have with your team, peers, boss and customers, you must follow up. This is one of the great differentiators between junior and senior managers and between those you can depend on for results and those you cannot.

Many times people avoid following up because they have incomplete results. Get comfortable with intermediate status. Inform people often. If you get asked about an action, then you should probably have considered providing status or information without having had to be asked.

Other times people avoid following up because of conflict avoidance. Maybe you didn't meet expectations or you do not see a way to close an action item or you think the item is not worth working on. I suggest you address it before it becomes an issue. Reset expectations, ask for help, or discuss the usefulness but don't let it go unaddressed.

Teach your employees about what you expect. Keep an action item list from your meetings with meaningful deliverables and due dates. Tell your folks how frequently you expect status on items. Follow through with them. Mentor them. Hold them accountable.

Similarly, be proactive with your own list of items you must follow up on. Actually keep a list and manage it. In larger organizations, use a program manager to help manage it. Strive to never have anyone have to ask you where things are at on an item.

Note that you may have to learn how to interact with various people. Even though others may not be explicit about how frequently they want status, you need to adapt. There are lots of ways to communicate including email, websites, phone calls, and dropping by in person. Find out what works best and is appropriate for colleagues versus bosses, etc.

If you follow up you will become more valuable to your company and reduce stress in your job. If you can help your team to learn how to follow up you will surely make them and your company more successful.

More later ...