Tuesday, September 17, 2019

Label Your Drafts: A Simple Habit That Protects You

Updated September 2026: in 2019, on a tight-deadline opportunity, I filled a deck with standard content and sent it only to the delivery person, stating clearly that it was a draft based on the onsite team's topics. That note later protected me when my manager reviewed the deck critically. I have rewritten it into advice on labelling drafts to protect yourself.

I quickly filled the slides with standard material and shared them with the delivery person alone. In the email, I wrote that it was only a draft based on the topics the onsite team suggested, and that it could be customised further. I did not realise how important that line would be until my manager reviewed the deck and started questioning the slides.

Why label a draft explicitly?

Because people judge work by the standard they assume it should meet. A draft judged as a final version looks poor. A clear label sets the right expectation and creates a record of what was intended, which matters if the work is later criticised.

What should a draft note say?

  • That it is a draft, and which version.
  • What it is based on, such as the onsite team's topics.
  • What still needs input or customisation.
  • When the next version will be ready.

Who should receive a draft?

The people who will shape it next, as I did by sending it only to the delivery person. Sending early drafts widely invites premature judgement. Share with a wider group once the content is closer to final.

How do you respond when a draft is criticised as if final?

Point calmly to the draft note: "This was shared as a first draft on Monday based on the onsite topics; here is what is being added." Most reviewers adjust once they see the context.

Is labelling just self-protection?

Partly, but it also helps the work. A clear list of what is missing tells reviewers where their input is most useful. It turns criticism into contribution.

Should you keep drafts on record?

Yes. Save each version with a date. It shows progress and makes it easy to show what was shared when.

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Saturday, July 20, 2019

Setting Expectations for Daily Deck Review Calls

Updated September 2026: in 2019 I set up recurring daily review calls for a deck, and on day one, with only a rough storyline and material copied from earlier decks, the onsite team expected everything finished. I stayed patient in front of senior leaders. I have rewritten it into advice on setting expectations for early review calls.

I scheduled daily calls with the team and leaders to review the deck as it developed. On the first day I had a rough storyline and some content from earlier decks. The onsite team immediately looked for the latest slides and expected everything in place. I was frustrated, but with top leaders on the call, I kept calm and walked through the slides.

Why do people expect a finished deck on day one?

Because a call called a "review" suggests something to review. If the purpose of each call is not stated, attendees assume the work is further along than it is. The mismatch is about labels, not effort.

How do you set expectations for each call?

  • Name the purpose in the invite: "Day 1: agree storyline", "Day 3: review draft slides".
  • Share a simple plan showing what will be ready on each day.
  • Open each call by restating what is being reviewed today.

What should a day-one call cover?

The storyline, the section owners and the open questions for the client. Not slides. Getting agreement on the storyline on day one prevents rework later and gives the onsite team something useful to react to.

How do you stay composed in front of senior people?

Acknowledge the expectation, restate the plan and move to the useful part: "This is the storyline draft; slides will follow tomorrow. Does the flow match what you need?" Calm redirection comes across as control, which leaders notice.

Are daily review calls a good idea?

For tight deadlines, yes, if they are short and focused. Keep them to fifteen or twenty minutes, with a written list of decisions and actions afterwards.

What should you change after a rough first call?

Send the plan to all attendees that day, so the next call starts with shared expectations.

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Saturday, May 11, 2019

Getting Performance Feedback When Reporting Lines Blur

Updated September 2026: in 2019 I described a team split between my manager and a former manager, where my own manager never discussed my performance and I usually learned my rating second-hand. I have rewritten it into advice on getting performance feedback when your team's reporting lines are unclear.

Appraisal time came around again, and competition in my team was stiff. I hoped for the second-best rating after the top rating the year before. My team was split in two: one part led by my manager and the other by the manager who had led the whole team earlier. My manager rarely discussed performance, and I usually heard about my rating indirectly.

Why do split reporting lines cause problems?

Because it is unclear who assesses your work and who argues for you in calibration. Feedback can fall between the two managers, and each may assume the other has spoken to you. The result is that you learn your rating without understanding it.

How do you get direct feedback?

  • Ask for a mid-year conversation with your manager, with a short agenda.
  • Ask specific questions: "What should I do differently to reach the top rating?"
  • Write it up afterwards and send a brief summary back.

Who should you ask when roles are unclear?

Your formal reporting manager first, as shown in the HR system. If the other manager directs much of your work, ask your manager whether they gather input from them, and offer to share your work summary with both.

What if your manager avoids the conversation?

Put the request in writing and suggest a time. If that fails, many companies let you ask HR or a skip-level manager for a feedback discussion. Learning your rating through colleagues should not be the only route.

How do you prepare for a competitive year?

Keep a record of your work, results and appreciation through the year, not just at appraisal time. In a competitive team, specifics make the difference between two strong performers.

What is a realistic expectation after a top rating?

Ratings are often relative, so repeating a top rating is not guaranteed even with strong work. A second-best rating after a top one is often still a good outcome.

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Sunday, March 17, 2019

No Work for the Whole Team? Using Idle Days Well

Updated September 2026: in 2019 my manager was away for two days, the whole team had no work, and we spent office hours playing Bingo until a colleague refused to join. I have rewritten it into advice on using idle days at work productively, without pretending.

With my manager on leave and nothing assigned, the team had fun playing Bingo during office hours. The next day he was away again, there was still no work, and we planned another round. Then a colleague put a stop to it, saying she was not interested.

Is it a problem to have fun on idle days?

A little light relief is harmless, and it can help a team bond. The risk comes when idle time becomes visible idleness, especially if it continues for days. Managers and other teams notice, and it can affect how the team is seen when work is allocated.

What should you do when the whole team has no work?

  • Tell someone: a message to your manager, even while they are away, noting that you are available.
  • Check the pipeline: ask account teams whether anything is coming.
  • Improve shared material: refresh the team's templates and repository.
  • Learn: start a course or certification that suits your accounts.

Why did one colleague's refusal matter?

Because it is often one person who resets a group's habits. She may have been worried about how it looked, or simply preferred to use the time differently. Either way, it is a reminder that group behaviour on idle days reflects on everyone.

How can a team use idle days together?

Run an informal knowledge session: one person walks through a recent proposal, others ask questions. Or tidy the repository together, with each person taking a topic. These are social and useful at once.

Are idle stretches a warning sign?

A day or two, no. Weeks of team-wide idleness can signal fewer opportunities in the pipeline. If it continues, ask your manager about the outlook, and make sure your skills stay current.

What does a manager's absence change?

Nothing about expectations. Work done while the manager is away is often noticed more, not less, when they return.

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