The most useful management habit I've built in 15 years takes 10 minutes a week
Every Friday, I make it a point to write down one thing each direct report has done that I haven’t acknowledged yet.
I’m not talking about performance reviews or project milestones; I focus specifically on the small things that are easy to overlook. This includes a thoughtful question asked in a meeting, a piece of work that exceeded expectations, or a moment when someone handled a difficult situation without escalating it.
The following week, I mentioned these observations casually. I might bring it up in passing or at the beginning of a one-on-one meeting: “That question you asked during the brief on Tuesday was the right one. It changed the direction of the campaign.”
Why does this approach work?
Senior team members, in particular, often stop receiving specific feedback after a while. While they may regularly get compliments like “great work,” detailed feedback that shows I’m paying attention makes a significant impact.
This practice also forces me to actively notice what my team members are doing, rather than merely focusing on what they deliver. These are two very different aspects.
There’s an uncomfortable side to this habit as well:
On weeks when I struggle to find something to write down for someone, I learn something important about myself as a manager. It might indicate that I’ve been too distant from their work, or it may point to an issue that I need to address directly.
This is a simple habit, and I’ve recommended it to every manager I’ve worked with. Unfortunately, only about one in five actually adopts it.