What if you did a lot of the things I've been suggesting? And what if you decided, "I'm going to set aside time each day for one-on-ones with my direct-reports?" What if you really did that?

What if you started taking your employees aside, one at a time, one-on-one, and you started spelling out expectations for them? What if you said, "Here's what I need you to do today: A, B, C, D. I'm writing this down. I've made you a checklist." What if you did that? What if you really did that?

You know what they'd say, right? They'd say, "Oh, great, she read that book." Or, "Oh great, he took that class. Sit tight, this will blow over."

The question is: Will it blow over? That's up to you.

Now I know you could say, "No, no, I've always done this" and your employees will be thinking, "I'm pretty sure I would have noticed. I'm pretty sure this is a big change." And the question is: Should you try to keep it a secret? Should you try to do these things without telling your employees that you're making a big change? I think you should tell them because they're going to notice the change.

Now don't get me wrong. I don't think you should show up at work one day and say, "Alright, there's a new sheriff in town!" Or, "The old sheriff is back and I've got a gun."

See: I think you've got to tell people, "This is good news. Good news: I'm going to try and be a better manager. Good news: I'm going to spend more time with you one-on-one. Good news: I'm going to try and talk in a clear, direct way like a coach or a teacher. Good news: I'm going to spell out expectations for you every step of the way. Good news: I'm going to ask you for an account of your performance on a regular basis. Good news: I'm going to keep track of everything you are doing in writing. Good news: I'm going to help you solve small problems before they turn into big problems. Good news: I'm going to help you earn more of the things you need and want. Good news: I'm going to try and be a better manager."

My view is: If you are really going to do some of these things, you need to go talk to your boss and make it clear that you are planning to make some changes. You need to go talk to your other colleagues and let them know you are going to try and do some things differently. And then you need to go to your team and tell them, "Good news: I'm going to try and be a better manager and I want to start meeting with every one of you one-on-one." And then when you start meeting with your people one-on-one, you've got to remind them, "It's not you. It's me. I'm trying to be a better manager and this is what that's going to look like and I want you to help me manage you more effectively. I want you to help me help you."

BONUS MANAGEMENT BEST PRACTICE
As soon as you can, talk to somebody in HR and find out what current systems they have for tracking employee performance in writing. Are they flexible? Are you permitted to document performance your own way for your own management purposes? Or do they have a method you need to follow? Are you permitted to document performance in the ordinary course of management, not due to a problem? Are you permitted to keep track of expectations set and performance observed directly or indirectly in relation to those expectations? Are there internal rules or policies or procedures you need to follow? Do they have tools available for you to use? Do they have training available in how to use those tools? MAKE SURE YOU TALK TO SOMEBODY IN HR WHO REALLY KNOWS. Learn the system. Try using it.