What practices would we like to improve? What new practices could be implemented? by Omar Guessous

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

oguessous1 — 2025-01-23 17:13:48 UTC

Weekly 1:1s

oguessous1 — 2025-01-23 19:34:50 UTC

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

oguessous1 — 2025-01-23 19:35:19 UTC

top priorities for the week

2025-01-23 19:35:40 UTC

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

oguessous1 — 2025-01-23 19:35:59 UTC

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

oguessous1 — 2025-01-23 19:36:22 UTC

Consistent schedule with 1:1s

2025-01-23 19:37:08 UTC

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

oguessous1 — 2025-01-23 19:37:51 UTC

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

oguessous1 — 2025-01-23 19:38:40 UTC

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

oguessous1 — 2025-01-23 19:39:37 UTC

Consistent Team meetings

2025-01-23 19:40:18 UTC

Consistent cadence and a co-designed structure.

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

2025-01-23 19:40:31 UTC

Quarterly or Bi-annual Team Planning Retreat

2025-01-23 19:40:45 UTC

Synchronized YD Project Mgmt tool

dbordon4 — 2025-01-23 19:41:45 UTC

Support Professional Growth

2025-01-23 19:42:28 UTC

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

Quarterly Professional Development Session with team

2025-01-23 19:42:52 UTC

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.

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

2025-01-23 19:43:51 UTC

Intentionally scheduled Debreif or Retrospective

2025-01-23 19:46:24 UTC

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

Share best practices

DrLPG — 2025-01-23 19:46:37 UTC

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

Openly communicate about workloads

2025-01-23 19:49:23 UTC

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

balance of set agenda and collaborative agenda for team mtgs

2025-01-23 19:49:43 UTC

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

2025-01-23 19:50:07 UTC

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

2025-01-23 19:50:28 UTC

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

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

oguessous1 — 2025-01-27 16:33:42 UTC

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

oguessous1 — 2025-01-27 16:35:59 UTC

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)

oguessous1 — 2025-01-27 16:36:53 UTC

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)

oguessous1 — 2025-01-27 16:37:46 UTC

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

oguessous1 — 2025-01-27 16:38:15 UTC

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.

oguessous1 — 2025-01-27 16:39:21 UTC

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

oguessous1 — 2025-01-27 16:40:37 UTC

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

2025-01-27 16:44:17 UTC

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

2025-01-27 16:48:12 UTC

Direct Reports

2025-01-27 16:48:21 UTC

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.

Prioritize time for CQI for strategies and/or projects.

evinson11 — 2025-01-27 16:49:11 UTC

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

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

oguessous1 — 2025-01-27 16:52:51 UTC

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.

oguessous1 — 2025-01-27 16:53:04 UTC

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

oguessous1 — 2025-01-30 18:35:35 UTC

Trauma-Informed Work Practices (Curated by TI Team)

anastaciafjohnson — 2025-01-30 18:35:37 UTC

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

oguessous1 — 2025-01-30 18:36:44 UTC

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

oguessous1 — 2025-01-30 18:38:17 UTC

Collaborative Agendas for Team Meetings and 1-1s

kendries — 2025-01-30 18:40:50 UTC

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.)

oguessous1 — 2025-01-30 18:41:11 UTC

360 reviews for people manager

2025-01-30 18:41:49 UTC

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)

oguessous1 — 2025-01-30 18:43:38 UTC

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

2025-01-30 18:44:00 UTC

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.

oguessous1 — 2025-01-30 18:45:27 UTC

Formalized Mentorship process.

oguessous1 — 2025-01-30 18:45:41 UTC

Sharing "behind the curtain" / big picture whenever possible

kendries — 2025-01-30 18:46:10 UTC

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

2025-01-30 18:46:29 UTC

Intentional exposure to new experiences/networks

kendries — 2025-01-30 18:48:14 UTC

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.

oguessous1 — 2025-01-30 18:48:33 UTC

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

cmorriswadsack — 2025-01-30 18:50:34 UTC

Maybe mediators can help?

Quarterly SD 1:1 with JB

oguessous1 — 2025-01-30 18:50:38 UTC