Busy business world is a bustling hive of activity where everyone seems to have something to say. It’s noisy, — noisy like a rock concert held in a library. You’ve got folks blaring about projects, yapping about processes, and let’s not forget the chorus of opinions raining down like confetti at a parade. It’s like a symphony of chatter, and guess what? In the midst of all this noise, the individual voice, that unique nugget of wisdom, can sometimes feel like it’s caught in a whirlwind. Unless, of course, someone in the midst of this madness stops and says, “Hey, how are you?” This simple question is also a good start for the one-on-one meeting to pay attention and give a chance for a person to be heard.
Good 1:1 Prerequisites
There are some basic rules to follow for conducting effective and productive one-on-one meetings:
- Regular Schedule: Hold one-on-one meetings on a consistent basis, whether weekly, bi-weekly, or monthly, to establish a predictable routine for everyone. It is good reminder for you that you’re here for them no matter how busy you are.
- Minimum 30 min.: aiming for a meeting duration of at least 30 minutes can provide enough time to cover meaningful topics without feeling rushed. In some cases longer meetings might be necessary for more in-depth discussions or if there are multiple pressing matters to address. Ultimately, the focus should be on quality rather than quantity. It’s better to have a shorter, productive meeting than to prolong a discussion unnecessarily
- Walk-the-talk: walking makes all kinds of thinking better and your conversation more engaging. It is less threating when walking side-by-side, as no one is looking the other person in the face. It’s like confession or session on a therapist’s couch when you’re not looking right at them, and vice versa.
- Agenda: Have a loose agenda that covers work updates, challenges, personal growth, and any other pertinent topics. This helps guide the conversation and keep the log for the long-term reflections, e.g. during the quarterly career development reviews.
- Personal Connection: Take a few minutes to connect on a personal level before diving into work-related matters. This helps build rapport and shows you care.
- Feedback & Recognition: Acknowledge accomplishments and efforts. Express appreciation for a job well done and provide positive reinforcement. Provide constructive feedback and encourage your team member to do the same. This fosters a culture of continuous improvement.
- Growth and Development: Dedicate time at least once a quarter to discuss person’s professional growth, development opportunities, and leadership aspirations.
- Follow-Up: Summarize key takeaways and action items at the end of the meeting. Send a follow-up email with the discussed points and next steps.
Remember, the goal of a one-on-one meeting is to foster a supportive environment where meaningful conversations can take place. And meaningful conversations takes time. By adhering to these basic rules, you’ll create a space for effective communication, growth, and collaboration.
Soft-start:
How have you been? What’s going on? What’s new with you? What’s up? What you’re up to? How are the things going? How are you feeling? How’s it going? How is everything? How’s things? How’s life? How’s your day going? How are things coming along? How’s everything coming together?
Starting a one-on-one meeting with the question “How have you been?” brings forth a cascade of benefits that go beyond the surface-level exchange. This seemingly simple inquiry has the power to lay the foundation for a more enriching and productive interaction. By showing genuine care for an individual’s well-being, a manager creates an atmosphere of empathy and understanding. This, in turn, fosters a stronger bond between the manager and team member, paving the way for open communication and mutual respect. As the conversation transitions from personal matters to work-related topics, the initial question sets the stage for a more receptive mindset, leading to a more fruitful exchange of ideas, updates, and challenges.
From how a person answers the seemingly innocuous question “How have you been?” at the start of a one-on-one meeting, a manager can unravel a treasure trove of insights. The response goes beyond casual pleasantries; it offers a window into the individual’s emotional landscape. The choice of words, tone, and demeanor can unveil their current emotional state, stress levels, and overall well-being. If their response is upbeat and positive, it’s a sign of motivation and engagement. Conversely, if it hints at stress or burnout, it suggests potential challenges that require attention. The answer can also reveal aspects related to work-life balance, personal growth aspirations, and concerns they might have. The answer to this soft-starter question dictates what kind of one-on-one you will have:
- Status Check in — reviewing work progress, tasks, and projects
- Emotional Confession— expressing feelings, concerns, and emotions
- Emergency Session — adressing critical issue, urgent matter, or unexpected challenge that requires immediate attention and resolution
Status Check-In
It is the most popular type of 1:1 and one get what is expected from the status check — an update. This is my work, tasks and people that I’ve worked with and my personal reflection how is it going. These are the most of 1–1s ones that I have had so far and majority of people label this as a successful endeavor. Unfortunately, it is not a one-on-one, rather a status meeting. A 1:1 is an opportunity for you to learn something new about your company/employee/product instead of going through the data that can be found on the status report.
Thus when 1:1 starts as status checkin, pay attention to what has been said and identify something new you can converse, examine and discover. You have minimum 30 min. and instead of waisting time on data and status that are available elsewhere, focus on substantial discussion for both parties. In case if you cannot identified any nuggets that can lead to deep conversation, use these four fall-back alternatives:
- The Mini Performance Appraisal: Should we find ourselves a quarter of an hour into a monotonous, repetitive one-on-one discussion that revolves around mundane status updates, and I happen to be devoid of any prepared topics, I shall adeptly pivot this into a performance appraisal of sorts. Let it be known that this won’t be a literal performance review; rather, it shall focus on a specific facet from that review which strikes me as a more fitting avenue for conversation than an update on the number of reported software bugs. For example employee mentioned product status might bring to mind a point we deliberated during his/her previous annual performance evaluation — the need of informing key stakeholders before shipping the feature. What have you done this time differently to prevent the previous outcome?
- Your Own Problem: It’s likely that right now in your work life, something isn’t going as planned. If our conversation starts with updates but there’s nothing interesting, let’s talk about what’s not going well for myself. Do you know how many job openings we have that we can’t fill? Who do you think is the best at hiring, and what tricks do they use? The point of this talk isn’t to fix my problem; it’s to have a chat where we both learn more than just project updates. It a chance for an employee to replace me and show his/her leadership thinking. This resembles a mentoring session where you give a floor for your co-workers and ask “if you were me, how would you do it”
- Three noted points that have emerged in recent days pertaining to either employee or his/her team. Should we fail to uncover a stimulating thread of discourse within the initial 5 to 10 minutes, I shall commence by introducing one of these points, allowing it to guide our 1:1 conversation’s trajectory.
- Structured GROW/PIE mental model: successful 1-on-1 meeting can be achieved with structure and intentionality. There are 2 frameworks you can use to organize your 1–on-1 conversation called GROW and PIE.
The GROW model serves as a dynamic guide to elevate your one-on-ones. Its four-stage framework seamlessly ushers in a comprehensive conversation:
- Goal: Open with updates on tasks, offering insights into objectives and advancement.
- Reality: Dive into candid discussions about ongoing challenges and the current status quo.
- Options: Explore a diverse range of solutions and strategic approaches through collaborative brainstorming.
- Will: Culminate the dialogue with a concrete plan of action, assigning responsibilities for driving improvement.
The PIE model: this model ushers in a refreshing dimension to your one-on-ones, enriching them with distinct phases:
- Performance: First, evaluate task accomplishment and project developments, ensuring clarity and alignment.
- Individual: Pivot to discussions surrounding personal aspirations and professional growth, nurturing a well-rounded dialogue.
- Expectations: Conclude by aligning on prospective objectives and mutual expectations, forging a path forward.
By seamlessly integrating these models, you’re embedding structure and intentionality into your one-on-one meetings, channeling them toward fruitful conversations that nurture growth, alignment, and progression.
In the world of business, the constant buzz and commotion are a natural consequence of the multitude of tasks that demand attention. This constant activity gives rise to what we refer to as “noise” — the chatter, the hustle, the perpetual motion that accompanies the pursuit of organizational goals. This noise isn’t necessarily negative; rather, it’s an indication of a vibrant and active environment where progress is in motion. Each task we undertake is what we call a “tactic” — a specific action or maneuver aimed at achieving a particular objective. Tactics are crucial, as they drive us forward and mark the incremental steps towards our goals.
However, it’s essential to recognize that while tactics are important, they represent only a part of the equation. The real breakthroughs and significant advancements occur when we engage in strategic planning. This entails taking a step back from the immediate whirlwind of tasks and considering the broader landscape. Strategic planning involves aligning our actions with a bigger picture, thinking about long-term goals, market trends, and potential opportunities. By doing so, we position ourselves to not only make progress in the short term but also to create a pathway for sustained growth and innovation.
When it comes to one-on-one meetings, they offer a unique platform for discussions that go beyond the tactical level. An effective one-on-one is an opportunity to delve into the nuances of how we’re operating and executing those tasks. This includes exploring processes, methodologies, and potential improvements. Furthermore, a truly impactful one-on-one conversation extends to discussing strategic perspectives — how we can elevate our work to a higher level, optimize our approaches, and contribute more meaningfully to the larger organizational objectives. In essence, a fruitful one-on-one conversation isn’t about what we’re doing; it’s about how we’re doing it and how we can do it even better, both at the tactical and strategic levels. This dual focus, on refining tactics and shaping strategy, creates a dynamic that propels us forward in the realm of business.
Every One-on-One is a Learning Opportunity
In the business world, the adage “People are your most valuable resource” might sound like a cliché, but upon closer examination, it’s undeniable truth. While we’re surrounded by computers, desks, buildings, and hallways, it’s the individuals within our teams who drive progress. They think, innovate, and bring life to the organization’s goals.
Human minds are inherently curious, often generating spur-of-the-moment insights and observations. These spontaneous reflections, like pondering why a colleague gets certain privileges, can sometimes evolve into more significant concerns. The goal isn’t to turn every one-on-one meeting into a detective quest for hidden disasters. Instead, it’s about seizing the weekly chance to unearth any undercurrents of dissatisfaction and address them proactively.
Think of a one-on-one as a vehicle for conducting regular check-ups on team dynamics. It’s not just about what your employee says — it’s about decoding what remains unsaid. The symphony of a well-established rhythm of one-on-one conversations is marked by a meaningful silence. Through listening, questioning, and dialogue, you’re practicing managerial preventive maintenance. You’ll discern when enthusiasm for a project diminishes and intervene before it escalates to job dissatisfaction. You’ll grasp inter-employee tensions and mediate discussions before they erupt into disruptive conflicts. The ultimate reward for nurturing a culture centered around meaningful one-on-one exchanges is not only a striking reduction in unwarranted workplace conflicts but also an elevated sense of belonging and camaraderie among team members.
Notes
Books that offer insights into effective communication and productive 1-on-1 meetings:
- “Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity” by Kim Scott
- “The Making of a Manager: What to Do When Everyone Looks to You” by Julie Zhuo
- “The Manager’s Path: A Guide for Tech Leaders Navigating Growth and Change” by Camille Fournier
- “High Output Management” by Andrew S. Grove
- “An Elegant Puzzle: Systems of Engineering Management” by Will Larson
