To increase Management, 15Five recommends...

  • Have weekly check-ins

    Encourage managers to regularly leverage the 15Five Check-in, which can transform them into positive leaders.

  • Use check-ins to help team members make progress on meaningful work.

    Encourage managers to regularly leverage the 15Five Check-in to help team members make progress on meaningful work by removing roadblocks, celebrating wins, and updating them on changing priorities).

  • Recognize team members through High Fives

    Encourage managers to regularly send High Fives and recognize their team members for wins both big and small.

  • Actively leverage the check-in

    Encourage managers to like and comment on their team members 15Five Check-ins, High Fives, and other features.

  • Hold managers accountable to develop strong relationships

    Encourage People Ops/HR to leverage 15Five’s 360Β° Best-Self Reviewβ„’ Manager Expectations Recommended Question Template Question #4 to hold managers accountable to develop meaningful relationships. Question #4: [Name] cares about me both personally and professionally.

  • Develop relationships during 1-on-1s

    Encourage managers to spend the first 5 minutes of each 1-on-1 talking about non-work related topics to develop the relationship and build trust.

  • Complete the Best-Self Kickoff

    Encourage managers to complete the Best-Self Kickoff with their team members to develop the relationship.

  • Encourage strengths spotting

    Encourage managers to provide strengths-based recognition through High Fives.

  • Hold managers account for regular check-ins

    Encourage People Ops/HR to leverage 15Five’s 360Β° Best-Self Reviewβ„’ Manager Expectations Recommended Question Template Question #5 to hold managers accountable to hold regular check-in meetings with their employees. Question #5: [Name] and I have regular and recurring one-on-one meetings.

  • Leverage 15Five’s 1-on-1 feature

    Encourage managers to leverage 15Five’s 1-on-1 feature for meaningful one-on-one meetings that go beyond status updates.

  • Encourage team members to request feedback

    Encourage team members to leverage 15Five’s Request Feedback feature and regularly solicit feedback from their managers.

  • Encourage managers to request feedback

    Encourage managers to leverage 15Five’s Request Feedback feature and regularly solicit feedback from their direct reports.

  • Encourage growth and development conversations

    Encourage managers to leverage the Best-Self Reviewβ„’ quarterly or semiannually for robust growth and development conversations.

  • Make feedback about the work

    Encourage managers to set individual objectives with their direct reports. Review objectives in the Check-in to ground the feedback in the work itself.

  • Encourage positive feedback

    Encourage managers to provide more recognition and encouragement than criticism.

  • Educate managers on emotional contagion

    Train managers on how positive and negative emotions spread in an organization and take responsibility for the energy they bring into the room.

  • Conduct a positive energy network analysis

    Encourage People Ops/HR to conduct a positive energy network analysis to ensure positive energizers who uplift and boost people’s moods, leaving them feeling elevated, energized, and motivated.

  • Update team members on changing priorities

    During 1-on-1’s, encourage managers to update their direct reports on any changing company priorities that impact their work.

  • Provide nonviolent communication training

    Train managers to provide constructive feedback using nonviolent communication that focuses on the behavior not the person.

  • Provide feedback training

    Train managers to give better feedback.

Additional resources

Best-Self Management

Best-Self Management: Don't Manage Employee Performance, Unlock Their Potential by David HassellΒ 

Management

The 15 Commitments of Conscious Leadership: A New Paradigm of Sustainable Success by Diana Chapman and Jim Dethmer (2015)

Start with Why: How Great Leaders Inspire Everyone to Take Action by Simon Sinek (2011)Β 

Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team by Simon Sinek, David Mead, and Peter Docker (2017)

Leaders Eat Last: Why Some Teams Pull Together and Others Don’t by Simon Sinek (2017)

Multipliers: How the Best Leaders Make Everyone Smarter by Liz Wiseman (2017)

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change by Stephen Covey (2013)Β 

The Alliance: Managing Talent in the Networked Age by Reid Hoffman, Ben Casnocha, & Chris Yeh (2014)

5 Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni (2002)

Goldilocks Management by Dustin Moskovitz

Adam Grant's WorkLife Podcast

Adam Grant's GRANTED Newsletter

Bob Sutton's Work Matters blog

Evidence-based Management

Hard Facts, Dangerous Half-Truths And Total Nonsense by Bob Sutton and Jeffrey Pfeifer

The Untapped Resource Startups Can Leverage to Design the World’s Best Workplaces by Courtney Bigony

Center for Evidence-Based Management

Feedback

Difficult Conversations: How to Discuss What Matters Most by Douglas Stone, Bruce Patton, and Sheila Heen (2010)

Thanks For The Feedback: The Science and Art of Receiving Feedback Well by Douglas Stone and Sheila Heen (2015)

Nonviolent Communication by Marshall B. Rosenberg (2015)

Radical Candor: Be a Kickass Boss Without Losing Your Humanity by Kim Scott (2017)

You're Not Listening: What You're Missing and WHY It Matters by Kate Murphy

CAT - Negative Feedback (CEBMa REA)Β 

The Effects of Feedback Interventions on Performance: A Historical Review, a Meta-Analysis, and a Preliminary Feedback Intervention Theory by Kluger and DeNisi (1996)

Additional Resource

Bigony, C. (2019). 15Five: Technology aligned to the science of thriving. (Unpublished master's thesis). University of Pennsylvania, Philadelphia, PA, USA.

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