Maximizing the Effectiveness of One-on-One Meetings: Key Considerations for Managers.

Effective one-on-one (1:1) meetings are critical to managing a team. In a recent leadership masterclass session, we discussed best practices for conducting 1:1s, and it made me think about how I’m making my one-on-one (1:1) meeting effective. Here are some key points that I came up with:

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Emphasize that the meeting belongs to the employee

In my initial 1:1 with each team member, I set the tone for what these meetings should represent. I emphasize that these meetings are their time to bring forward any issues, blockers, or concerns that may impact their performance. I aim to ensure that I’m aware of anything holding them back, so I can take action to remove those obstacles and support their success. This meeting is not for a status update on current projects. While we can quickly cover some aspects of the current project, we still need to ensure we spend enough time discussing employees’ career growth, relationships with peers, goals, etc.

Another crucial point I emphasize to each employee is that their career growth is in their hands. While I may be able to support them with promotions or salary increases within the constraints of our company budget, it’s their responsibility to develop and grow professionally continuously. After all, if they’re part of my team, I want to see them succeed and reach their full potential.

Practice asking open-ended questions

One of the most transformative practices I’ve implemented in my 1:1 meetings is using open-ended questions. Instead of asking yes or no questions, I encourage employees to share their thoughts and experiences in depth. This approach has proven especially valuable when troubleshooting a situation or getting to the root of a problem. For instance, when I feel that something may not be correct, I no longer ask if everything is okay. Instead, I find ways to encourage a deeper conversation by asking open-ended questions, such as ‘Can you share what’s been going on lately?’ This approach leads to much more insightful and productive discussions.

Don’t wait for 1:1s to give feedback.

I believed the best time to give feedback was during our 1:1 meetings. I’d take weekly notes and save them until the next meeting. But when the time came to share, I’d struggle to recall all the details and express my thoughts with the same level of emotion and conviction. So, I changed my approach and began giving feedback as soon as possible after the event. This allowed me to be more timely and to give feedback with greater clarity and impact. I also started using the FBI feedback model, which involves expressing my Feelings about a Behavior, describing its Impact, and encouraging the employee to share their perspective. This model has helped me to have more productive and meaningful conversations with my team. For example:

I noticed that lately you seem to be disengaged during our project meetings. I’ve noticed you’re often on your phone instead of actively participating. I’m concerned that this behavior could cause you to miss important discussions and updates related to the project, potentially putting your performance and our project’s success at risk. Can we talk about why this might be happening and how we can work together to ensure you’re fully engaged in our meetings moving forward?

Practicing this, I realized the importance of creating a safe space for employees to share their thoughts and concerns. This is why I started using 1:1 meetings as an opportunity to ask for feedback instead of solely giving it. By taking a step back and allowing my team members to voice their opinions, I can better understand their perspectives and work towards creating a more harmonious work environment. Additionally, I have formal authority as a manager, and it may be challenging for an employee to provide constructive feedback. That’s why I’m responsible for creating a comfortable atmosphere where they feel confident to express themselves freely and help me grow as a leader. In this way, our 1:1 meetings become a powerful tool for personal and professional growth.

Be present and attentive all the time.

As a manager, it’s tempting to rely solely on structured one-on-one meetings to understand your employees. However, it’s crucial to cultivate a heightened sense of awareness and attentiveness to grasp your employees’ experiences and emotions truly. By keeping your eyes and ears open at all times, you can pick up on subtle changes in behavior and mood, allowing you to address any issues before they become more significant problems proactively. Regular one-on-one meetings then serve as a platform for diving deeper into these issues, delving into the details, and troubleshooting together. The key is to balance being present and engaged in your employees’ lives while using structured meetings to make progress and drive growth.

Summary

1. Emphasize that the meeting belongs to the employee: While 1:1s is a valuable tool for managers, it’s important to remember that the meeting is primarily for the employee’s benefit. Let your team members drive the conversation and be open to hearing about any topic they would like to discuss.
2. Practice asking open-ended questions: Engage in a two-way conversation by asking open-ended questions that encourage your team members to share their thoughts and opinions.
3. Don’t wait for 1:1s to give feedback: Feedback should not be reserved for 1:1s only. Managers have formal authority and can provide feedback at any time. Instead, use 1:1s as a platform for employees to give you feedback and discuss any topics they feel are essential.
4. Be present and attentive all the time: it is crucial to cultivate a heightened sense of awareness and attentiveness to grasp your employees’ experiences and emotions and not rely on just 1:1 meetings. This way, you can understand their emotions and needs more effectively, fostering an open and supportive work environment.

In conclusion, conducting effective 1:1s requires an open and collaborative approach that puts the employee’s needs and goals first. By remembering these tips, you can make the most of your 1:1s and build stronger relationships with your team.