![]() ![]() When it’s time to offer constructive feedback, don’t wait until their next performance review. Set clear expectations of what excellence looks like, and continuously follow up. Telling them what to do won’t help them to grow or develop, so instead, commit to solving the problem together.ĩ) Hold your employees accountable. Listen to their answers and help them turn it into a learning opportunity. It’s helpful to take work out of the equation sometimes.Ĩ) Discuss challenges. Address employee concerns by asking them where they feel stuck. Ask them how they’re doing outside of work and check in with them on a personal level. Your people are so much more valuable than the work they produce. They should include tasks that support the employee’s objectives.ħ) Get personal (sort of). These are action items that were set in the previous one-on-one. The more authentic and vulnerable, the better.Ħ) Get updates on employee objectives. Build trust by sharing how you feel first. If your employee doesn’t feel safe, they will say what they think you want to hear. How are both of you feeling? This can be one word or a phrase or a conversation. The heart of the meetingĥ) Begin with a check-in. Think about the behaviors of your employee and what could be standing in their way of success. Managers, it’s up to you to help employees bridge the gap between where they are and where they could be. “What do you want to discuss in our next one-on-one meeting?”Ĥ) Create a plan.Ask one of these questions at least a day before the meeting: These meetings are a collaborative effort and agenda items will be based on concerns from you and from your employee. ![]() You have to understand what’s going on within your team so that you can use one-on-ones effectively. What would excellence look like for the person in this role? What work would equate to success?ģ) Set an agenda. Before you get specific about individual performance, depersonalize things. When things are going well, use the time to appreciate the person’s accomplishments and help guide them into their career trajectory.Ģ) Paint a picture of what excellence looks like. When things are going poorly, it’s time for a difficult conversation. That means that you must meet whether things are good or bad. One-on-ones are a space for the growth of each employee with a manager who is personally invested in them. You’ll have to do a bit of homework prior to every one-on-one, especially if you are starting from scratch.ġ) Set the context of human care. While there is no single answer for how often you should have one-on-ones what matters most is creating the cadence and honoring it consistently. Taking this opportunity to help guide your employees on their personalized path to success lets them know that they’re fully supported, which can contribute to a strong sense of belonging. Taking a few minutes to coach employees frees up your time to focus on your own work with the confidence that you won’t be putting out fires later.īeyond that, one-on-ones offer dedicated time for mentoring and coaching. These meetings help managers avoid overwhelm by ensuring the team is focused on the right task. You can use smart links to easily schedule online so that there is minimal back and forth to set up the meeting. It seems counterintuitive that spending time will free up time, but that’s exactly what one-on-ones can do. But when executed well, one-on-ones have the power to significantly boost team productivity, morale, and engagement.īelow, I’ll share how you can prepare, structure, and make the most out of every one-on-one you have. Plus, it’s easy to cut out meetings that you feel aren’t bringing value. Too often, managers shy away from one-on-one meetings because they don’t know how to structure them or how to have difficult conversations. ![]()
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