AFTER THE CONVERSATION One of the reasons we frame manager-to-employee check-ins as a ‘conversation’ is because we want to encourage you to see this as a much bigger story — one that brings together each manager-to-employee interaction into a cohesive journey. Part of that journey is in preparing for the check-in — leveraging the right tools, identifying goals, and establishing a pattern of frequent, continuous check-ins. Part of it is in the delivery — using templates and keeping your attention on the outcomes you wish to achieve. And part of it is in the follow-up. Following up will include documenting conversations, reviewing, and acting on employee input you’ve received, establishing interim check-ins and communications, setting up metrics and measurements for accountability, and ultimately, tracking goals and performance over time. Consistency in these areas will be important, so be sure you’re leveraging your performance management platform to its potential. This is where a tool such as Betterworks can help to make the di昀昀erence between a good manager and coach and a great one. THE MANAGER’S ULTIMATE GUIDE TO GREAT CONVERSATIONS 24