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So helpful thanks bud….

Hi! Excited we have a space finally :)
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So helpful thanks bud….

Hi! Excited we have a space finally :)
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Similar to PM 1’s feedback, this happens a lot in my world (not sure if it is a gendered thing though). You need to set firmer expectations on status reporting or updates, like a daily stand ups or have them deliver a structured status (deliverable, schedule, blockers). Creating or maintaining a culture of accountability is never easy and many people do not want to look bad in front of their peers, mgmt., or feel like they are being micromanaged. Insert process so they deliver the detail in a simple constant & repeatable format and don’t give in until the entire team is functioning at this level (be rigid but patient).
Not sure if you have forums to do this but maybe have them provide the updates to a bigger audience with more senior people? We have weekly / biweekly bigger group meetings for updates and I find DRs working harder to present in those channels.
Or ask them to own a public page like confluence to track down / document all the details while they are able to showcasing their ownership? Some people struggle with words (not sure if that’s the case) but does really well in documentation.
Giving out credits while on broader meetings especially with senior leadership presence might also helps with building that trust (if that’s what they are worring about). Giving them shoutout in meetings or even just group chats might help.
Do you have a standard requirement that updates need to be in by a certain date and a sample of what you are looking for?
If these are direct reports, then this goes towards performance.
If it was me, I would first check-in with the group and see what are some of the issues related to filling out the paperwork. Find out what the blockers are.
Create a checklist/elements you need to see in the paperwork. Then do a “training session” and then that is something that I would track, give feedback in regular 1.1s until the information is updated correctly.
If you are not seeing improvement, then something is either wrong with the process, they don’t have time, or they have fear that letting go of the information will end up costing them their job.
Thanks, PM1. I meant the male DR withholds Info from me. I sense resistance in reporting upwards as they may feel I am taking credit for their work (which I am not). I represent my team well and am always transparent on who put in the groundwork. For the most part, I work hand on hand w my team so I am always in the loop. For the few scenarios where I am not cuz of bandwidth issues, I usually run into resistance from the male DR