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Check-In

one-on-one time with leaders is valued most

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What is a Check-In?

The MOST important ritual at SPARC!!!

A way to ensure a team member is correctly adapting to the CULTURE, APPTITUDE, and DESIRED SKILLS of SPARC

Check-In’s are continuous and should occur every 30 days (monthly) or as needed

Check-In’s are personal at SPARC– Anyone can request a Check-In with anyone else – Anyone can sit in on a Check-In, others may be asked to leave in certain situations– Team Member (TM) should understand that personal answers are not mandatory and should not

feel pressured

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When?

Scheduled 30, 60, and 90 days from new team members’ start date and then every 30 days, monthly, there after. Notify team member of their Check-In at least one week in advance

HR will schedule first 90 days of Check-Ins. Leads should schedule monthly Check-In thereafter

Meeting should take place in a private area and last no longer than 30 minutes

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Procedures of a Check-In ** Stick to the script, it really works!

Ask the TM to vent– Venting is about what’s eating at you, it does not have to be about work. Just let it out.– Don’t try to solve vents… just listen

Ask Team Member (TM) how things are going in their personal life– Ask about their health and their family’s health– Ask them to share one recent thing from their personal life

Share one recent thing from your personal life

Have TM give feedback (+ or -)– On the project they are working on

- What’s the single most important thing the project should be focused on right now?– On their direct supervisor within the project– On their overall impression/thoughts of the organization

- What’s the single most important thing, as a company, SPARC should be focused on right now?

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How’s the Fit?

Review TM’s CULTURAL fit within SPARC

Review TM’s APTITUDE fit within SPARC

Review TM’s PROJECT/SKILLS fit within SPARC

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Overall Execution

Overall, how’s the TM performing their role?– Has the TM embraced SPARC’s CORE values?– What can the TM do to improve their role?

Review TM’s goals – Review a handful of goals from the TM’s GPS– Confirm if they are still valid– Any new goals?

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SPARC – Guidance

Ask the TM if they are following the SPARC Guidance•Always start emails and chats with a greeting

•Your Team Members are your first customers

•No Hushing or Shushing

•Give undivided attention

•“Bitching Out” should NEVER happen in front of others

•Make eye contact and smile as much as possible

•Use the most personal communication available

•Send a hand written thank you

•Remove personal sarcasm

• Its not what you say, its how you say

•Anyone can attend any interview

•Cell phones should be on vibrate

•Two bad days in a row are not allowed

•Always leave a location in the best possible condition especially conference rooms

•Don’t eat lunch at your desk

•Praise in Public, Critique in Private

•Ask for permission before giving feedback

•Listen for at least 2 minutes before speaking

• Make time to listen

• Choose being kind over being right

• Spend time at Tabletime

•Use language like “we” and “us” over “I” and “me”.

•Work from home one day a month

•Use language like “Team Member” and “Talent” over “Employee” and “Resource”.

•Respect EVERYONE as if they are a customer

•Put value creation over risk mitigation

•Challenge corporate dogma

• Give others the benefit of the doubt

•Email Sucks… as a way to communicate

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Wrap-up/Summary

Does the TM feel they are moving in the desired career path & goals?

Rate Happiness– On a scale of 1-10 (10 being 100%, 9 being 90%, etc.), have the TM rate their overall happiness at

SPARC and in their personal life…remember Core Value #1: People First, First

Would TM refer SPARC?– On a scale of 1-10, how likely are they to recommend SPARC to a best friend and/or family

member?

**Keep Going!

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Leadership Self Check-In Rate yourself on these behaviors… at every review.

Enable people to get the training and development they need for success

Honest & straight forward feedback

Know team members’ career goals

Provide resources for success

Mistakes happen

Allow for growth (good and bad)

Involvement in team members growth and development

Give praise

SUPPORT

Informed decision-making

Work together to decide best course of action

Follow-up on feedback & ideas

Include those affected in my decision-making process

Seek input, suggestions, and ideas from my team

COLLABORATION

Allow team members to take time off (People First, First)

Attend to workgroup stress

Encourage people to balance their work and their personal lives

Understand and share the benefits of the organization

Know what your team enjoys doing outside of SPARC

Live a healthy work-life balance and be a role-model of this balance

Make work FUN

CARING

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Q & A (Open Forum)

Have TM ask questions

Share feedback of TM questions, comments, concerns and happiness with SST (if needed)– Major negative behaviors, performance and mandatory if 7 or less on happiness scale

TM should leave the Check-In feeling relaxed, heard and emotionally better than before the Check-In – Purpose of the Check-In is not to scare the TM or to point out potential faults.– It is to ensure that questions and concerns are addressed on either side

Positive feedback is just as important as negative, so bring the Hug-Factor to your Check-In

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Thank You! For more information on SPARC please contact: John Smith john.smith@sparcedge.com

(864) 275-6565