Step 2: Create Review Questions
Together with the team, think of questions that will help them track their 12-month progress. Start with light questions and then move onto meatier ones. Some examples are:
- What did we accomplish over the last 12 months that we’re proud of?
- What experiments did we attempt, and how successful were we with them?
- What are some of the things we’ve learned about ourselves in the last year?
- What are the things we want to take into next year?
- What didn’t work for us in the past year that we want to stop doing?
- What do we want to recognise ourselves for?
- What are some of our goals for the upcoming year?
- How do we want to celebrate our wins?
Step 3: Plan Future Review Meetings
Invite the team to schedule a 30-minute meeting once a month – or once every quarter – to review progress made. Waiting to do this at the end of the year can be a long time, and bringing in frequent check-ins maintains motivation, energy, and commitment. Also, it’s important to give regular feedback on whether they’re progressing in the right direction or not. Make the meeting non-negotiable, and if for some reason it can’t happen, reschedule it rather than cancelling it.
This three steps reflection process is easy to follow and doesn’t require any preparation. Your team will give you all the answers so make sure you really listen to them. It’s things like this which open communication, establish future developmental areas, and highlight past successes. It also brings to the forefront any weaknesses and highlights what didn’t work. We need to talk about all of it. Make sure that you focus on growth, achievements and acknowledge the members of your team. It’s also extremely important to end the session on a high note.
You might be concerned that you don’t have the time for a reflection process at this time of year and that it sounds like a lengthy process, but it shouldn’t take you more than an hour to 90 minutes. Trust me, it’s time well spent time investing in your team and giving them the necessary energy to be more engaged in their work at this time of the year.
For more information on how you can start creating a healthy workplace culture, contact us on firstname.lastname@example.org. Our consultants are available to help you set up a sustainable and strong strategy which puts your best resources – your people – first.
Kahana, E., & Kahana, B. (1983). Environmental continuity, futurity and adaptation of the aged. In G.D. Rowles & R.J. Ohta (Eds.), Aging and milieu (pp. 205-228). New York: Haworth Press.
Locke, E.A., & Latham, G.P. (1990). A theory of goal setting and task performance. Englewood Cliffs, NJ: Prentice Hall.
Locke, E.A., & Latham, G.P. (2002). Building a practically useful theory of goal setting and task motivation. American Psychologist, 57, 705-717.
Wills, T.A., Sandy, J.M., & Yaeger, A.M. (2001). Time perspective and early-onset substance use: A model based on stress-coping theory. Psychology of Addictive Behaviors, 15, 118-125.
Zaleski, Z., Cycon, A., & Kurc, A. (2001). Future time perspective and subjective well- being in adolescent samples. In P. Schmuck & K.M. Sheldon (Eds.), Life goals and well- being: Towards a positive psychology of human striving (pp. 58-67). Göttingen: Hogrefe & Huber.