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Maintaining a dialogue with your work team once per quarter can guarantee the success of your company by creating an environment that invites cooperation and teamwork.

One of the key things that lacks in most firms is that informal deeply engaging discussion between the owner and their immediate team members. There is that frank and informal discussion that needs to be carried out every quarter or so to ensure the team members are with you and you are constantly aligning and realigning yourselves. I would say there are six simple questions that every direct report should be asked throughout the year. This process works very well for you as leader coaching your team. 

So, you can have a one-on-one dialogue once per quarter with your direct reports, for 45 minutes to an hour each.

The focus of the discussion is to have an open non-threatening dialogue. The dialogue is future focused, and you will be seeking to understand their opinions, their fears, their hopes and passion as well as to get their feedback on what could make not only their job but the work place a better place. In the process you will also get ideas that can help your business that could otherwise remain not shared under other circumstances. 

While below are the suggested questions, there is the initial dialogue of course where you open up the discussion, creating the environment for being relaxed and at ease with each other.

1. In Your Assessment Where are we Going as an Organisation?

The aim here is to reach an alignment and commitment to the overall organizational vision. That way you are establishing whether there is an alignment between what you perceive as successes and the opinions of those that are key in achieving that vision.

2. Is this in Line With Your Own Vision?

With this question again you are exploring the vision, goals and priorities of your direct report for his or her part of the organization. The goal is to align the individual’s priorities with you the leader’s larger vision for the organization.

3. What is going well?

Here you are exchanging what they see as recent successes for them and their part in the organization’s success. Providing positive recognition for achievements is a crucial element of effective coaching. This is an opportunity to once again give a pat on the back for the work they are doing. 

4. What are key suggestions for improvement?

At this stage its now your turn as a leader to give the direct report constructive suggestions for the future. These should be limited to the key opportunities for improvement.

5. How can I help?

This is one of the greatest coaching questions to ask a direct report.

6. What suggestions do you have for me?

This question changes the dynamic of the coaching process to become a genuine dialogue. Listening to and implementing direct reports’ suggestions almost always results in dramatic increases in leadership effectiveness. Make sure you are clear what you commit to carry out and what you may find challenging to implement. And be seen to be a Man/Woman of their word. 

With the two of your in agreement, you are both headed towards success. Sometimes direct reports miss that opportunity to have genuine dialogue with their ‘boss’ where they are considered as a key part of the business. Assessing that alignment and adjusting as you go helps all parties have the same vision and unity of purpose. At times all it takes is sharing the passions, the vision, the fears, concerns etc and knowing that we are all in this together.