Have you ever questioned the value of your one-on-one meetings? If you have followed my videos and blogs at all over the last 7-8 years, you know I am a big proponent of one on one meetings with cadence. Depending on the size & complexity of your company they should last 30-45 minutes either weekly or every other week.
Here is a simple list of Do’s & Don’ts as a guideline:
DO:
Identify one or two opportunities for the employee’s growth during a specific period
Ask for examples of the employee exemplifying those behaviors since the last one-on-one
Discuss progress on SMART operational goals & deliverables
Coach them on how to coach a person with whom they are having an issue (Coach the Coach)
Ask what you can do better to support them
Mix it up from time to time and ask bigger questions of each other about how you collectively can bring more value to the organization
Ask them to do one on one’s with their direct reports
DON’T:
Change or cancel the meeting without providing a clear reason
Change a direction or decision affecting the rest of the team in a one on one
Agree to talk to another team member about an issue your direct is having with them
Be defensive about constructive feedback they give you
Review this checklist with your team so they can hold you accountable to these practices. Do them right and watch your people flourish.
November 18, 2020Are your One-on-Ones Effective?
Have you ever questioned the value of your one-on-one meetings? If you have followed my videos and blogs at all over the last 7-8 years, you know I am a big proponent of one on one meetings with cadence. Depending on the size & complexity of your company they should last 30-45 minutes either weekly or every other week.
Here is a simple list of Do’s & Don’ts as a guideline:
DO:
Identify one or two opportunities for the employee’s growth during a specific period
Ask for examples of the employee exemplifying those behaviors since the last one-on-one
Discuss progress on SMART operational goals & deliverables
Coach them on how to coach a person with whom they are having an issue (Coach the Coach)
Ask what you can do better to support them
Mix it up from time to time and ask bigger questions of each other about how you collectively can bring more value to the organization
Ask them to do one on one’s with their direct reports
DON’T:
Change or cancel the meeting without providing a clear reason
Change a direction or decision affecting the rest of the team in a one on one
Agree to talk to another team member about an issue your direct is having with them
Be defensive about constructive feedback they give you
Review this checklist with your team so they can hold you accountable to these practices. Do them right and watch your people flourish.