There is a big problem with being a manager – it can take a long time to know whether you’re actually being effective or not as a manager. By the time that you do find out, it may be too late to change a bunch of things.
One friend of mine likened it to being a parent in that you do a bunch of things to be a good parent and to help your child, but the feedback loop could literally take years to close before you know if you’ve actually been a good parent.
A newsletter subscriber described the same challenge slightly differently:
…the results (of managing people) and success can be a little less tangible than, for example, completing a project.
This is particularly challenging because most of us will become managers as a result of being very good at managing individual projects or clients. We’re probably very good at getting things done and performing highly on a daily basis.
Management is different. Yes, the day-to-day management of your team is very important. But career development can take years and involve several different managers – how do you know that you’re doing your bit?
This issue can be a root cause of a lot of insecurities and imposter syndrome as a manager – two things that you definitely need to keep under control when you’re managing other people.
So, how can you know that you’re doing a good job and being an effective manager, when the feedback loop is so long?
Whilst there are no sure fire ways to solve the “long feedback loop” problem, there are some tactical ways to tweak your existing approach to try and surface information sooner and get some early indications of how you’re doing.
Ask very specific questions during your one-on-ones
I’m sure that by now you’re aware of how much I love one-on-one meetings and how I feel about their importance to effective management.
You can utilise them to get a “pulse check” on how things are going with your team and most importantly in this context, how you’re performing as their manager.
Here are some examples of questions that you can ask.
Do you feel clear on your priorities at the moment?
A big part of your job as a manager is to clear the way for your team and enable them to focus on the most important work at the right time. Clarity of priorities is key to this, so checking in on this can help you understand how you’re doing here.
What’s something you’re working on where you’re not sure if you’re on the right track?
This is a similar theme to the previous question because it helps you understand whether you’re providing enough clarity and direction. If team members frequently feel uncertain about their direction, it might show that you need to improve how you communicate expectations and priorities.
What’s one thing I could start doing that would help you in your role?
This question is powerful because it focuses on specific actions you can take, rather than vague performance feedback. It often reveals blind spots in your management style that you might not be aware of. This is similar to the start, stop, continue feedback method which is an excellent way to gather feedback as a manager.
Is there anything I’m doing that’s making your job harder?
This is a brave question to ask, but it can reveal unintended consequences of your management style or decisions. Sometimes what we think is helpful might actually be creating additional work or stress for our team. It may be best to save this question for team members who you have a high level of trust and are reasonably experienced. You’re unlikely to get useful feedback from junior team members or those who you have only recently started to manage.
How helpful are our one-on-one meetings for you? What would make them more valuable?
As mentioned above, one-on-one meetings are a great tool for managers, so it’s important to get them right. Asking this question can give you some ideas on what works and what doesn’t for each of your team members, allowing for a more customised way to work with each of them via their one-on-ones.
Now, remember that the one-on-one meeting isn’t there for you – it’s there for your team member! So don’t start asking these types of questions in every single one!
Perhaps make a note to yourself to ask these questions regularly, but to not let them dominate the conversation. Try to keep an eye out for the right time to ask these types of questions which will make it much easier to drop them into the conversation naturally.
Look for leading indicators of success
Just as good parents look for small signs of progress in their children’s development, managers can identify early signals of team health. Those of you who are familiar with the concept of lead and lag measures will recognise this approach.
Here are a few key indicators that you can look out for.
Team confidence and taking initiative
When your team starts solving problems before bringing them to you, it’s a strong sign you’re creating psychological safety and confidence. Watch for moments when team members say “I went ahead and…” or “I tried this approach first…” These aren’t signs that they don’t need you! Quite the opposite, they’re evidence that you’ve built the trust and confidence they need to take ownership.
What do they ask you about?
Pay attention to how your team interacts with you, particularly the questions that they ask. If they’re only coming to you with status updates or for approvals, there might be room for improvement. But when they start asking for your perspective on complex problems, career advice, or help navigating tricky situations, it shows they value your guidance beyond just your authority.
The “knock-on effect”
Perhaps the most powerful indicator is when you see your team members starting to demonstrate good management behaviors themselves. Are they mentoring others? Supporting their colleagues’ growth? Giving thoughtful feedback? This ripple effect often starts before any formal management responsibilities are assigned.
The key is to look for patterns rather than isolated instances. One team member taking initiative might be about their individual style. But when you see these behaviors becoming part of your team’s culture, that’s when you know your management approach is having a lasting impact.
Some of my proudest moments as a manager were when I saw people doing things or showing behaviours that I’d taught to their managers. This showed me that the things I was teaching were not only being taken on board, but also being “passed on” to their own team.
Track your decisions and key conversations
I’ll be honest – I was never very successful at this one, but I also only really tried it relatively late in my career. I wish I’d tried it sooner and gotten into the habit of doing it.
The idea is to keep a simple journal of your management decisions and their immediate impacts. For example, note down how you handled a difficult conversation and what happened in the following weeks. Over time, you’ll start to see patterns in what works and what doesn’t, even before the long-term results are evident.
Whilst we often track metrics for our team’s performance, few managers systematically track their own decision-making and its impacts.
In terms of what you should track, it’s ultimately up to you but my advice would be to keep it simple and focus on key moments:
- Difficult conversations you’ve had.
- Important decisions about team structure or processes.
- Times you delegated something significant (especially for the first time).
- Times when you’ve helped resolve team conflicts.
- Career development conversations.
You don’t need to write war and peace for each one, keep it simple, use bullet points and use a tool or an app that you trust.
Over time, you’ll start noticing patterns in your notes, such as:
- Which types of conversations tend to have better outcomes.
- How your initial instincts compare to actual results.
- Common themes in successful (and unsuccessful) decisions.
- Areas where you consistently feel uncertain.
- Approaches that work well with different team members (and less well with others).
Remember, the goal isn’t to document everything – it’s to build a personal database of management experiences you can learn from. Start small with just the most significant moments, and expand as the habit becomes natural.
One big tip here is to set a recurring calendar reminder to add entries and review patterns. Even 15 minutes of reflection after important management moments can provide valuable insights over time.
It really won’t take long to start to see those patterns and you can then adapt your approach based on these patterns, not having to wait long amounts of time to make changes that really do help your management approach.
That long feedback loop will still be there, but you have now found some ways to hack it a little and get those leading indicators of whether you’re doing a good job or not.
