What is working and not working with each member of my team that I can share in our Quarterly Conversations?
You can stop here, find a quiet place, and think. Everything below is optional fuel when you want more context or a thought partner.
01
A thought from the EOS Library
“By openly discussing these opportunities for improvement in the Quarterly Conversation, you will be able to make wonderful little course corrections in your relationship, which as a result will keep getting better and better.”Gino Wickman and René Boer, How to Be a Great Boss, Chapter 7, Management Practice 4, “Having ‘Quarterly Conversations.’”
02
Resources to explore
The EOS links below go directly to EOS Worldwide’s website, blog, and official YouTube channel. Ben’s resources are identified separately.
03
Use AI for a guided Clarity Break
Copy this into the AI tool you use. It will ask one question at a time and help you discover your own answer.
Help me prepare thoughtfully for Quarterly Conversations by guiding me through one direct report at a time. For each person, ask one question at a time about what is working, what is not working, their alignment with our Core Values, progress on priorities, management of their Measurables, clarity in their role, and what I may need to do better as their manager. Require concrete observations rather than labels. Help me phrase feedback so it is direct, respectful, and useful, and help me identify questions that invite their perspective. Do not make performance or employment judgments for me. At the end, create a separate preparation summary for each conversation: strengths to recognize, concerns to discuss, questions to ask, support to offer, and one desired outcome. Remind me not to enter sensitive personal or confidential information.
Use judgment with confidential information. Keep names, personal details, and sensitive company data out of a public AI tool unless your organization has approved that use.
04
Additional questions
- What specific behavior or result is working well?
- What is not working, and what evidence have I observed?
- How consistently does this person demonstrate our Core Values?
- Do they understand and own the most important outcomes of their seat?
- What might they say I should do differently as their manager?