Many managers and supervisors either don’t have one-on-one meetings with their direct reports, frequently cancel those they do schedule, or fail to prepare for those they have. To these managers, one-on-ones seem unnecessary and a waste of scarce time. Nothing could be further from the truth. Regular, focused meetings with subordinates are a key way to help ensure that your team is productive and happy. Done right, they also help with employee engagement and retention.
It is not necessary to have one-on-ones every week (though with new reports, this is recommended), but it is best to have them at least every other week. A standing agenda along the following lines is helpful:
- Update on action items/commitments from last time
- What is going well?
- What are the obstacles and how can I (the manager) help?
- Ongoing performance feedback, pluses and minuses, if and as needed
- Action items going forward
One or more times a year, it’s a good idea to enlarge the scope of the meeting and and cover the following:
- Where is the organization going?
- Where are you going?
- What are you and your team doing well? What are you proud of?
- What are your suggestions for improvements for the future (for the organization, for your team, for yourself)?
- How can I (the manager) help?
- What suggestions for improvement do you have for me (the manager)?
Other tips for having good one-on-one meetings with direct reports are:
1. Schedule them out for 6-12 months for about an hour each. Don’t wait for them to happen, because they won’t.
2. Don’t cancel, reschedule. If you’re always canceling them, you’re sending the message they aren’t important.
3. Shut the door, don’t answer phones or emails, turn cell phones off, and give 100% attention.
4. View the meeting as a coaching conversation primarily driven by the direct report. The manager should ask questions, listen, and provide guidance if needed, but not dominate the conversation.
5. Don’t accumulate a to-do list for each employee, and then use the meeting to unload your list. Don’t overload the employee with action items.
6. Save some time to just talk. It’s OK to spend a few moments just asking what’s new, how’s life, how’s the family, etc….
7. Always try to end on a positive note – let the employee know how well they are doing (if it’s genuine) and how much you appreciate their efforts. If the meeting was a difficult one, you can try to comment positively on how things are going to improve moving forward.
Anything else you would add about successful one-on-ones? ~Amy Stephson