When I was a junior designer, I often craved time with my manager so I could chat about work, my career ambitions and anything that was bothering me.
Having a manager who takes the time to talk, makes you feel valued, and it can prevent negative feelings from being bottled up and festering below the surface.
In fact, I would say most of the issues that I’ve had at work have been exacerbated by the lack of time my manager had for me.
If they had been more intentional about asking me about my career goals, they wouldn’t have been surprised when I asked for a raise in my 12-month review.
If they had provided a safer space for me to share what was bothering me at work, they may have been able to intervene before I handed in my resignation.
You get the picture.
Now, I don’t want to make all my past managers seem like careless people. For the most part, they weren’t. It’s just they often didn’t prioritise time with their team.
They were often too busy with other “urgent” things to make one-on-one time with their team a priority.
I believe design leaders can do better to make sure that the team’s individual needs are always priority number one. The best way to do this is to make sure you catch up with your team (one-on-one) regularly.
Some prefer weekly catch-ups, some fortnightly and some monthly. Leave it up to each individual team member to let you know what they need, rather than you telling them how often you’re able to catch up.
In each catch-up, create a simple and flexible structure:
How’s everything going?
This is an open-ended question because some people want to talk strictly about work. In contrast, others like to open up about personal things. Your job is to ask the question and just listen. It’s up to them what they want to share, and naturally, it takes time before colleagues can really open up about how things are going. It’s a foundational question for building a relationship of trust.
Are you experiencing any pain-points or blockers that I can assist with?
This is an opportunity for your team member to offload any concerns and for both of you to creatively come up with some solutions. One of your key goals as a team leader is to help remove any pain-points or blockers for your team. Anything you can do to help them work to their strengths and help them enjoy their work more is going to be better for them and the business.
What would you like to achieve during your time at [insert company name here] and beyond?
This is a broader “career aspirations” question. It may not change every time you catch-up with a team member, but it’s still important to ask this question regularly.
You never know what situations might have changed in their lives that has caused them to rethink their career aspirations. Maybe they’ve just started saving for a house, and they’d like a pay rise. Perhaps they’ve decided they want to develop their leadership and management skills. Maybe they’ve decided they’d like to do more of one type of work and less of another.
Your job as their leader isn’t to give them everything they’re asking for. But if you’re not aware of their current career and personal aspirations, there’s no way you can look for opportunities to help them make it a reality. It may not happen while they work under your leadership, but if you can help them take a step closer towards those career goals, you will have a more engaged and a happier team member.