When Managers Create Closure
Cathie Leimbach • August 12, 2020
How often do your conversations with team members lead to improved morale or greater productivity? How common is it for your team members to discuss a number of topics or generate several ideas but not determine any specific action steps? Maybe they expressed enthusiasm for several possible ways to improve performance but have implemented none of them. Why aren't they following through?
- As the manager, did you ask them at the end of the meeting which idea they were going to try this week?
- Did you follow up with them a few days later to see how well the new approach is working?
- As the manager, you have a responsibility to be clear about your expectations. If the purpose of your conversation is to improve productivity, ask each team member what they will do differently and when they will make the change.
- Also, ask what help they need from you to move forward with this plan. They might need training, access to additional software, or other resources to implement the new strategy.
- Be timely about checking in with them to see how well the change is going. They may have discovered some unexpected problems and need your support to work through them.
When you Create Closure at the end of a conversation or meeting, you are ensuring that you and your team members are on the same page. When they are clear on their next step, they can confidently move towards achieving team goals.
Ever wonder why some companies consistently outperform their competitors? According to Ram Charan's "Leaders at All Levels," the secret often lies in their approach to leadership development. Think about it: when organizations invest in developing leaders at every level, they're not just checking a box for HR—they're directly fueling their economic engine. Charan says that leadership talent is actually the biggest constraint on business growth worldwide. Too many companies treat leadership development as a nice-to-have program rather than a strategic necessity. But those who get it right create a continuous chain reaction of leadership excellence throughout their organization, resulting in measurable business advantages. The most successful companies don't just develop executives at the top. They identify potential leaders early, move them through increasingly challenging assignments, and ensure they gain the necessary skills to drive performance at every level. In today's competitive landscape, your leadership pipeline isn't just about succession planning—it's about creating the sustainable competitive advantage that drives superior business results and economic performance right now.
Have you ever felt like someone wasn't really hearing you? Reflective listening can fix that problem in the workplace. Reflective listening means truly understanding what someone is saying before you respond. When a coworker is speaking, focus completely on their words instead of planning what you'll say next. Many of us start forming responses while others are still talking, which means we miss important parts of their message. True listening requires patience and practice. To become a reflective listener, start by giving your full attention. Put away your phone, turn away from your computer, and make eye contact. Then, after the person finishes speaking, briefly summarize what you heard. You might say, "So what I'm hearing is..." This shows you were truly listening and gives them a chance to clarify if needed. The benefits of reflective listening are huge. It reduces misunderstandings, builds trust between coworkers, and helps solve problems more effectively. People feel valued when they're truly heard, which creates a more positive workplace. With practice, reflective listening becomes a habit that improves all your work relationships. Remember: listen first, respond second. Your workplace will be better for it.