I am having a hard time understanding how to do an O3 in my office.  I work for a state agency and my directs are attorneys.  Most of the grunt work is done by caseworkers (think paralegals) who put the completed legal documents in the attorney's inbox.  The attorneys either sign the pleadings or return them to the workers.  It is rather repetitive and routine.

The O3 form, and all the sample questions at the bottom of it, appear project-based.  But our work isn't.  How do I handle my part of the O3 when a quick glance at the inbox tells me whether the attorney is keeping up?  Obviously if there was a complaint or issue I could raise it, but it's mostly just keeping up with the workload.

I would also admit that I'm a high D, so I tend to see the world as a series of tasks waiting to be done.

I'd love to hear from Mike about his time running the restaurant.  How did you do O3s with a busboy or someone else who is doing the same thing over and over?

ehyde111's picture


I will share with you how I handle my part of the O3s and maybe you can take something from that.   

I supervise a team of therapists, who's work also looks like a series of tasks.  They spend their time with patients, sign off on paperwork etc. etc.  It's easy for met to tell how well they are keeping up by looking at their daily efficiency report.  There is very little in the way of project work here either. 

When it comes to my part, I first share their productivity month-to-date, and give feedback related to that (mainly positive feedback).  The next thing I try to do is give additional positive feedback to them about particular clients (either something good I observed, something good someone else told me about the direct, etc).  Frequently, there is also 'stuff'' I need to them to catch up on (usually HR related -- compliance training, license renewal, etc).  Additionally, there are projects -- small in relation to what the IT world sees, but still projects.  Two of my directs are working on an introduction letter to our clients.  One is working on revising our documentation forms.  Another senior direct is working on developing a junior direct's clinical skills.  I ask for updates and engage in discussion on all of these issues.  Finally, if there is coaching going on, we finish with that (I'm coaching the direct on developing a junior direct, coaching my #2 in developing her skills, coaching another on dealing with insurance companies, and another on interview skills). 

The final part -- professional development -- I still struggle with.  There is little promotion potential in our business.  And, most are professionally, right where they want to be.  I'm still trying to do better in this area. 

I do hope this helps.  Please share what you have been doing also.  Our situations appear similar, and I would love to hear some new ideas.

Best of luck.


On a side note, I am also a high C D. 6-1-1-7