1. The Poorly Written Report
Team Leader Training
The Poorly Written Report
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2. The Poorly Written Report
One of Jack’s relatively new researchers has turned in a report she has prepared from a recent project. Jack is extremely busy currently and gives the report a quick read. He notices numerous typos, a general lack of proper usage of military terminology, and a somewhat academic tone. Honestly, he expected better from the researcher. After briefly contemplating how to proceed, he sends an to the researcher telling her that the report is not strong and that the typos need to be fixed. The researcher sends back an apology and, in a couple of days, sends Jack another draft. In this version, the typos are fixed, but it is still too academic and some of the military terminology usage is still off. This time, Jack meets with the researcher and provides detailed feedback. He explains what the preferred terms are and why. He points to particular places in the document that he has highlighted, and he walks through these in detail. This time, asks the researcher to get a peer review from a more experienced researcher before sending it back to him.

3. Q1. What things did Jack do right in this situation?
Question & Answer Session
Q1. What things did Jack do right in this situation?

4. Question & Answer Session
Q2. What did he do wrong?

5. Lessons Learned, Slide 1 of 2
While specific and targeted feedback can be sufficient for minor errors, the types of issues Jack saw in the report are best dealt with via a face-to- face meeting with detailed feedback. Clearly the researcher needs more exposure to the military and to applied research. The cursory Jack sent at first only resulted in a failed first attempt at revision. Even though he was pressed for time he should have found time to provide the detailed feedback he knew was necessary. Requiring another researcher to oversee the new researcher’s work can be demoralizing and cause a loss of confidence. Jack must be sure that it is necessary before taking that route.

6. Lessons Learned, Slide 2 of 2
The easiest or fastest approach is not always the best approach to problems. You end up spending more time and effort in the end cleaning up the mess than if you’d thought it through and approached it more appropriately in the beginning.
seems easy when dealing with difficult situations and you are reluctant to face the person, but in the end it can create more problems. Take time to consider your key questions and points, and then invite the person to your office to discuss the issue.
Themes
Developing Subordinates; Setting Expectations