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EXAMPLE: Managers ensure that all team members have a development plan and meet with employees at least every 6 weeks on the plan.

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EXAMPLE: Managers ensure that all team members have a development plan and meet with employees at least every 6 weeks on the plan.

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Standard template for weekly 1:1s that the employee can add to in advance (e.g., inform, consult, decide)

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Standard template for weekly 1:1s that the employee can add to in advance (e.g., inform, consult, decide)

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A specified time on a regular cadence for the employee to provide feedback to the manager (like during a 1:1)

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A specified time on a regular cadence for the employee to provide feedback to the manager (like during a 1:1)

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Co-development and co-design of goals with employees; AND clear expectations on 'how' goals should be achieved (whether there is a specific path) or whether the employee can determine the path

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Co-development and co-design of goals with employees; AND clear expectations on 'how' goals should be achieved (whether there is a specific path) or whether the employee can determine the path

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Quarterly manager/employee 'red, yellow, green' check ins on goal progress

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Quarterly manager/employee 'red, yellow, green' check ins on goal progress

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A shared project plan (between manager and employee) that the employee updates (allows for more strategizing during 1:1s vs updates)

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A shared project plan (between manager and employee) that the employee updates (allows for more strategizing during 1:1s vs updates)

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Flexibility with the structure and cadence of 1:1s (co-designed with the employee) (e.g., walking 1:1s, biweekly vs weekly 1:1s) - PLUS a check in/revision on what's working/what's needs updating in terms of structure

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Flexibility with the structure and cadence of 1:1s (co-designed with the employee) (e.g., walking 1:1s, biweekly vs weekly 1:1s) - PLUS a check in/revision on what's working/what's needs updating in terms of structure

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Consistent cadence and a co-designed structure.

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Regular check-in on how 1:1s are going and if anything needs to be adjusted (maybe quarterly)

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Regular check-in on how 1:1s are going and if anything needs to be adjusted (maybe quarterly)

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Quarterly or Bi-annual Team Planning Retreat

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Quarterly or Bi-annual Team Planning Retreat

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Leveraging HBDI thinking preferences and Professional Development Plan to support the Director's Professional Development goals and productivity.

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Quarterly Professional Development Session with team

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Quarterly Professional Development Session with team

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IE: If team is needing to look at a new tool, spend that 1-2 hour meeting walking through videos and practicing. OR if there is a skill focus area decided on to use that session to have internal team member or invite external person to come lead that session for you all. Open to team to discuss interests in topics.

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Make sure meetings have an intention (e.g., work thing, time to connect). 

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Make sure meetings have an intention (e.g., work thing, time to connect). 

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Intentionally scheduled Debreif or Retrospective

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Intentionally scheduled Debreif or Retrospective

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Suggested quarterly opportunity as a team to review and disscuss work accomplished, understand challenges, and improve processes.

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Create a menu of best practices that can be shared across teams to determine what works best.

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Include review of workload in 1:1s and regularly assess when work may need to shift.

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balance of set agenda and collaborative agenda for team mtgs

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balance of set agenda and collaborative agenda for team mtgs

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Have a standard recognition/social fund for each team to use at their discretion 

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Have a standard recognition/social fund for each team to use at their discretion 

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Individual Team Debrief meeting after larger team meetings like QBR, National Staff, ETC 

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Individual Team Debrief meeting after larger team meetings like QBR, National Staff, ETC 

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Opportunity with no agenda to talk over the BGCA meeting with your individual team 1 or 2 days after its over.

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Supervisors conduct a 360 and shares the feedback with their team members; provides a framework for ongoing feedback

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Supervisors conduct a 360 and shares the feedback with their team members; provides a framework for ongoing feedback

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Manager creates time during 1:1s, team meetings, or outings to connect employees with access to information, learnings, resources, key stakeholders, etc.

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Manager creates time during 1:1s, team meetings, or outings to connect employees with access to information, learnings, resources, key stakeholders, etc.

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Manager creates concrete opportunities for employees to learn from other team members (e.g., employees who have not been on an impact team learn from someone who has a lot of expereince)

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Manager creates concrete opportunities for employees to learn from other team members (e.g., employees who have not been on an impact team learn from someone who has a lot of expereince)

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Manager works with employee to identify BGCA charts of work, functions or processes that the employee wants to know more about and then creates that opportunity (e.g., pipeline)

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Manager works with employee to identify BGCA charts of work, functions or processes that the employee wants to know more about and then creates that opportunity (e.g., pipeline)

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Manager sets up opps for employee to shadow key roles for a day to create exposure and learning

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Manager sets up opps for employee to shadow key roles for a day to create exposure and learning

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During 1:1s, manager and employee clearly identify barriers and outline strategic solutions. Manager takes on clearly outlined actions to 'block and tackle' and the employee takes on key actions.

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During 1:1s, manager and employee clearly identify barriers and outline strategic solutions. Manager takes on clearly outlined actions to 'block and tackle' and the employee takes on key actions.

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Manager and employee outline HBDI strengths in the development plan so that employee assets are used to address development goals.

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Manager and employee outline HBDI strengths in the development plan so that employee assets are used to address development goals.

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Add Youth Development training and development scholarships each year to allow staff to attend conferences and events outside of BGCA. 

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Add Youth Development training and development scholarships each year to allow staff to attend conferences and events outside of BGCA. 

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Shared definition of what a "priority" is, so we can avoid overusing the word and rushing projects. 

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Shared definition of what a "priority" is, so we can avoid overusing the word and rushing projects. 

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Including direct reports in scoring framework for people leaders through a simplified score (completed or not completed) versus a scale, to ensure equitable scoring across the department.

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Prioritize time for CQI for strategies and/or projects. 

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Prioritize time for CQI for strategies and/or projects. 

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Everything appears to be a priority or urgent, so there is rarely time for reflection or refining processes for future efficiency.

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Creating standard approaches/times for time for connecting team/employee work to broader work (e.g., during team meetings) AND sharing what the manager is working on 

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Creating standard approaches/times for time for connecting team/employee work to broader work (e.g., during team meetings) AND sharing what the manager is working on 

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During 1:1s, manager and employee clearly identify barriers and outline strategic solutions. Manager takes on clearly outlined actions to 'block and tackle' and the employee takes on key actions.

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During 1:1s, manager and employee clearly identify barriers and outline strategic solutions. Manager takes on clearly outlined actions to 'block and tackle' and the employee takes on key actions.

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A standard process where the manager meets with the employee(s) to pressure test team ideas/strategies before execution (e.g., a SWOT)

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A standard process where the manager meets with the employee(s) to pressure test team ideas/strategies before execution (e.g., a SWOT)

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Trauma-Informed Work Practices (Curated by TI Team)

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Trauma-Informed Work Practices (Curated by TI Team)

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A consistent practice where the manager identifies the type of meeting that will be held for the employees (e.g., ideation, problem-solving, process, check-in, inform, etc.) so that employees have clear expectations

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A consistent practice where the manager identifies the type of meeting that will be held for the employees (e.g., ideation, problem-solving, process, check-in, inform, etc.) so that employees have clear expectations

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Having standard meeting protocols that are consistently used (e.g., identifying the notetaker, the action items, having a parking lot, other roles, etc.)

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Having standard meeting protocols that are consistently used (e.g., identifying the notetaker, the action items, having a parking lot, other roles, etc.)

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Collaborative Agendas for Team Meetings and 1-1s

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Collaborative Agendas for Team Meetings and 1-1s

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Implementing a practice in meetings where the manager shares the decision-making framework (e.g., it is clearly articulated who will be making the final decision, or if the group will be making the final decision, when the decision will be made, etc.)

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Implementing a practice in meetings where the manager shares the decision-making framework (e.g., it is clearly articulated who will be making the final decision, or if the group will be making the final decision, when the decision will be made, etc.)

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Creating standard spaces or approaches for radical candor (e.g., taking time in team meetings to explain and share broader factors that are influencing the work; AND creating targeted opps to "hold space" for employees to share their deepest concerns)

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Creating standard spaces or approaches for radical candor (e.g., taking time in team meetings to explain and share broader factors that are influencing the work; AND creating targeted opps to "hold space" for employees to share their deepest concerns)

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Having a system for team members to sign up for QBRs, presentations, other opportunities across YD & BGCA (so it's not always the managers)

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Having a system for team members to sign up for QBRs, presentations, other opportunities across YD & BGCA (so it's not always the managers)

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Standardizing development opportunities 1: Each staff member has equal access to types of opportunities AND 2: High performing staff are not victims of performance punishment. 

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Standardizing development opportunities 1: Each staff member has equal access to types of opportunities AND 2: High performing staff are not victims of performance punishment. 

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Sharing "behind the curtain" / big picture whenever possible

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Sharing "behind the curtain" / big picture whenever possible

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Connecting across teams: Invite teams to your meetings or create spaces for teams to come togehter when work aligns/needs to be more cohesive.

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Connecting across teams: Invite teams to your meetings or create spaces for teams to come togehter when work aligns/needs to be more cohesive.

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Intentional exposure to new experiences/networks

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Intentional exposure to new experiences/networks

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Standardized processes for SDs are project plans, deliverable trackers, team member development. More significant onboarding for SDs and transition process for the Director to SD pipeline. 

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Standardized processes for SDs are project plans, deliverable trackers, team member development. More significant onboarding for SDs and transition process for the Director to SD pipeline. 

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Formalized approach to offering "hard" feedback to supervisors that promotes safety for all parties. 

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Formalized approach to offering "hard" feedback to supervisors that promotes safety for all parties. 

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Maybe mediators can help?