One-on-one meetings are a unique opportunity to have focused sessions with one of your team members. But they’ve developed a bit of a stereotype: they’re often viewed as informal and not exactly “important.” It’s just two people talking after all, right?
One-on-one meetings are incredibly important and valuable. When two people can home in on a balanced agenda, a tremendous amount of work can get done. Along the way, these hyper-efficient meetings also provide an opportunity for coaching between leaders and team members.
6 Tips for a Better One-on-One
Informality is the biggest challenge for many one-on-one meetings. Reverse the stereotype of a strictly casual session and get your one-on-one meetings back on track with these six tips.
At a minimum, agendas should be split 50/50 between the needs of leaders and team members. If the agenda is skewed to favor one person, it should offer additional clarity and support to the team member.
Don’t mishandle people’s time. Create a plan for the meeting by sending an email or other message a few days in advance to ensure you and your team member are prepared.
Have an agenda
Create an agenda and a list of questions that you follow at each one-on-one, just like you would for a larger meeting with the whole team.
Don’t let things stray from the topics you intended to discuss. If you start getting pulled in another direction, make a note of it and add it to the agenda for your next meeting.
Like any other meeting, send an email or make a phone call to touch base on the meeting’s major takeaways. “It acknowledges the input and creates a record. It’s important because it’s real. It really happened, it wasn’t a water cooler interaction. This was a sit-down,” says Tim Yeomans, FiredUp! Executive Vice President.
Ensure a visible outcome
Connect your one-on-one directly to other initiatives and actions, and bring up solutions you’ve reached when you go back to larger team meetings.
Remember to Honor Coaching
One-on-ones are also critical for developing positive relationships and building the capacity of others. The sessions serve as an opportunity for coaching between leaders and their team members.
Take time to include a bit of personal checking in and a more formative evaluation. If there’s five minutes of a leader acknowledging how a person is doing professionally during every one-on-one, it allows that person to progress, stay on track, or refocus their efforts so they don’t get blindsided with their annual review.
Want to learn more about building the capacity of others and driving creativity among your teams? For a comprehensive guide, download our workbook: The Innovative Leader’s Guide to Transforming Company Culture…Starting with Yourself.
Author, Speaker, and Change Agent.
Chris leads a dynamic team of passionate change agents who are dedicated to partnering with organizational executives to create cultures that inspire, engage and ignite the best in people. Our work is dedicated to harnessing the power of culture to equip leaders, build amazing teams and align operation practices to delighting the customer and drive breakthrough results.