A practical look at building and implementing your perfect performance management process.
The employee one-on-one is a classic example of something easy to do, but hard to do well.
A recurring calendar event is scheduled, the first few one-on-ones are dutifully attended, but then over time the poor dialog and lack of purpose lead to meetings getting pushed, other issues cannibalizing the time, and eventually the idea is just scrapped.
This article is not about getting started, it is about getting good and maintaining an effective employee check-in practice over the long-term.
One-on-one meetings should not use the same template each week. Ben Horowitz calls one-on-ones “the free-form meeting for all the pressing issues, brilliant ideas and chronic frustrations that do not fit neatly into status reports, email and other less personal and intimate mechanisms.” If you are always asking the same four questions, the meeting is bound to get stale.
That does not mean you should go in without a plan. Instead of a static template, we are going to build a practice. That means instead of trying to create the perfect single meeting, we’ll try to optimize all the one-on-ones we’ll ever have with an employee as a whole. Think of it like using many different types of meetings, but in the same time slot each week.
Below we’ve listed out 11 types of employee one-on-one meetings. Each one does not need to take up the full 30 minute or one hour timeslot you’ve allotted and you’ll find that you often combine two or three into a single sitting. We listed them roughly in the order of how frequently they should be used, and generally you should get through all of them about every 6 months.
The first step in creating effective one-on-ones is to build trust. If your employees feel that you’re distant they won’t come to meetings open and willing to share. They also won’t feel connected and ready to work through things together.
The good news is that creating trust is relatively easy, the only step is to take an honest interest in someone as a person. Find out more about their personal life and their hobbies, be there for them when they face life’s challenges. If your employees know you’re there for them and care for them, all the other types of meetings below will go much more smoothly.
If you don’t already have a strong connection with an employee, don’t be afraid to spend the first few one-on-ones just building up a stronger rapport. Then over time take a few minutes to check in on them every meeting and periodically just let a whole meeting go by talking about them. Remember, we’re not judging the impact of any one meeting, we’re judging the impact of our one-on-one practice as a whole.
One-on-ones should be the employee’s meeting, as often as possible. This means they set the agenda. That said, you can still help guide them, and let them know it is ok to bring up certain issues.
For example, if your employee is having trouble working with another person at the office, they might not want to bring that issue up unless you first prompt them and let them know it is fair-game to discuss. Prompt the meeting with open-ended questions designed to unearth specific issues if they exist.
Often check-ins are just a discussion of what the employee is working on right now. They can be an opportunity to provide feedback, course corrections, additional support, or remove barriers.
An organization is by definition a group of people working towards a particular purpose. For that reason it is important to regularly check in on how your team is working with the rest of the organization.
Once you have built up some trust, use one-on-ones as a way for employees to share any issues they have with the way you work. Getting these out in the open is incredibly healthy, it gives you a chance to explain yourself, or make changes. Requesting feedback is also a great way to build additional trust before giving difficult feedback.
The regular and recurring nature of one-on-ones makes them a perfect place for continuous feedback. That said it is also important to cater feedback to the individual, so if you the employee wants to hear from you in the moment, waiting two weeks or a month until the next check-in might not be appreciated.
One of the most common complaints from employees is that no one is listening to their ideas. One-on-ones are the perfect platform to discuss what changes your team would like to see at the company. Front line team members can often be the best source of ideas, but also don’t be afraid to push back on ideas and give the employee more context when needed.
This one can be easily overlooked. Your team will often not have the same view of the company as you do and a regular meeting can be a great time to communicate any new initiatives, company level goals, and how an employee’s work fits into the big picture.
While it doesn’t make sense to discuss long-term goals every week, it is important to understand what motivates your employees and where they are looking to go in life. If you can find ways to align their personal goals with the company’s goals the results will be dramatic.
This one almost feels too big or maybe too simple? But, happy employees are better employees, and unhappy employees are at risk of disengaging or turning over. You won't know for sure until you ask.
Finally, don't forget to follow up. If you are doing one-on-ones well, then they should form an ongoing dialog where ideas get raised and you can discuss progress over time. Take notes and set reminders together to revisit the idea at a future date.
Wow, I feel like I need even more frequent check-ins to have time to talk about all these different things. Hopefully you feel the same way and will never have to wonder, “what could we possibly talk about this week?”
Pick and choose from the different types of meetings above to create your own one-on-one practice that is a fit for each employee and your organization. Before long one-on-ones will be a key part of your management tool belt.
According to The University of Warwick, happier workers are 20% more productive. And Gallup reported that unhappy employees cost the US economy over $450 billion per year. If you don't address unhappiness it can spread throughout your team and wreak havoc on organizational productivity.
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