Quarterly Catch Up's
At Catalpa we strive to create a supportive work environment that fosters creativity, diversity of people and ideas and that allows each of us to explore our potential.
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At Catalpa we strive to create a supportive work environment that fosters creativity, diversity of people and ideas and that allows each of us to explore our potential.
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At Catalpa we strive to create a supportive work environment that fosters creativity, diversity of people and ideas and that allows each of us to explore our potential.
We are also keenly aware that Catalpa is just the sum of motivated and talented people. Catalpa succeeds by supporting our staff to grow, to be inspired, and to have the skills and motivation to solve complex problems - and to feel safe and supported when doing so.
We are also committed to growing talent in the places where we work. We don’t just bring in advisers, we work to retain and build key skills that help us deliver amazing programs.
The Quarterly catch up in is designed to create an open coaching relationship between managers and team members. It is designed to support the development of key skills, and to create and to create a safe space where people can discuss areas they want to improve, and receive adequate support.
Our approach to Quarterly Catch Up's is framed around the following values and principles.
A focus on mentoring not monitoring
Feedback goes both ways - we are all open to opportunities for improvement
We focus on the positive and mutually identify areas for growth
We are mindful of gender bias and seek to foster approaches that support women
We are committed to addressing issues quickly, and incorporating lessons for all team members
As a global team we are also aware of cultural differences and in giving and receiving feedback
Not to feel like a performance review! This isn’t a test, you aren’t scored - we are just getting better, together.
To create a safe space, that allows both the manager and the team member to benefit equally from the check-in.
To ensure that we are always listening, and to identify and address issues quickly.
For staff to feel like they know their strengths and value and to help them identify where they want to improve and learn.
To acknowledge that giving feedback, whilst always beneficial, needs to be given sensitively, respectfully and in the spirit of improvement.
We want to identify common challenges and issues, and prepare strategies to address those
For feedback to lead to action by setting out clear goals, and objectives
Provide a ‘safe’ space for people to express their challenges in the organisation.
So you have read the above, and are getting set to implement a check-in. Read through the following steps to ensure you are ready to conduct your check-in.
Establish a check-in calendar - For each team member establish a check-in calendar and select a time once a quarter to hold the check-in.
A nominated mentor - each team member will have a nominated manager to mentor them.
Meeting Length: 1 hour. These meetings are more than a “quick check-in.” If you really want to get the full value out of one on one meetings you need time to dig into topics.
Reschedule. Don’t cancel - It can be tempting to cancel for a number of reasons, but that does more harm than good. Show your team you value the time by rescheduling to a new time soon.
Go somewhere private - If you want to dig into issues that come up at work, they need to be private. Heading to a conference room away from your desks, going for a walk, visiting a coffee shop are all viable options. If you’re managing someone remote, then making sure you’re in a private area for the call.
Select appropriate questions - based on the team member, use the template below to select a range of suitable questions for the check-in.
Before the meeting - Prepare, take 10 minutes to prepare before the meeting, read past notes, and build on past progress and goals. And make note of any important messages you need to convey. If your team member is working across numerous teams, be sure to connect with other managers, to gain some insights and to help frame the session. Also, please unplug from other activities so the team member knows they have your complete focus.
During the Meeting - Create a safe and informal space, and let the team member do the talking - use conversation starters, open-ended questions and let the team member steer the conversation. Some more guidance is in the template.
At the End of the Meeting - Summarize, before the employee leaves the meeting, spend a few moments to summarize the key discussion points. This will help remind the team member of any action-items and reinforce any acknowledgement or coaching tips provided - And remind them of when the next meeting will be.
After the Meeting - Document, take 2-5 minutes after each meeting to record key discussion points, action-items or feedback. This will help kick-start the next meeting and will serve as a useful. Keep these notes in a secure and centralized location.
And when it's all done - Reflect, take a few moments after each meeting to evaluate how you went. Did you talk too much/not enough? Did you actively listen? Did you acknowledge the team members' feelings? Did you feel the meeting was valuable?
As a manager some of your work will include minimising stress experienced by team members, dealing with complex issues or supporting people with mental health conditions. If one of your staff members is at risk of, or is experiencing stress or a mental health condition it is critical that you are supportive and proactive.
Don’t worry if you don’t quite know what to say. Just by being supportive and listening, you’re helping to make a difference – the main thing is to be thoughtful and genuine.
Listen carefully. Remember that this is their story, so don’t try to guess how it plays out. Instead, listen and ask questions. Think about the best way to respond. You can’t fix things, but you can help them along the way. You can,
think about what they need now and ask what you can do to help.
reassure them that you'll respect their privacy
offer them Catalpa provided counselling support (you can organise this with operations)
keep checking in with them to ensure they are safe and well