Becoming a Better Boss Secret 15: Meetings One-on-One

I often have leaders tell me that they don’t have time to have regular one-on-one meetings with their staff. In return, I offer that the most important part of their job is to take care of their staff! How can they ensure they are getting top performance if they are not taking time to know the people that work with them, and to understand their struggles, their goals, their current needs?

After all, what is the job of a leader? The job of a leader is to get the work done through others. They must find ways to communicate expectations, trust, delegate, educate, and let go.

One-on-one meetings are the best tool a leader can use to improve overall performance of the organization. They actually become time savers, as you and your employee learn to hold non-urgent conversations for the meeting instead of constantly interrupting one another. These meetings, when done well, serve to motivate, engage, and inspire your employees.

WHAT IS A ONE-ON-ONE?

This is simply an appointment – one-on-one – with an employee. This time is dedicated to that employee. It must be at a set time, on a set schedule. When you take time to meet with just one employee, it says to that person that they are important, that you care, and that you value them.

To succeed, you must emphasize the value and importance by keeping the appointment and establishing guidelines for the time together. Here’s how it works.

1. TWO Agendas! The first agenda is set by the employee – and they go first. Start with their agenda which will include what they need to talk about. The second agenda is yours. Have your agenda ready to cover the status of their work and special projects. (This is an excellent way for you to consistently give feedback on performance.)
2. Scheduling is sometimes a challenge. How often should you do one-on-ones? How long should they last? Frequency is dependent on several factors such as: How many employees do you have? Are your employees onsite? Obviously, the number of people you supervise will impact the number of one-on-ones you can schedule in any one-time period.
   Experience levels are also key in determining frequency. New employees would ideally have a meeting with you every week – maybe even every day for the first week or two. Employees with more experience also need one-on-ones but not as frequently – once each month should be enough unless they have a new assignment or specific need.
3.  Meeting Specifics:
   1. It is important to set a start and stop time and stick to it no matter what! If you find that the meeting time established is too short or too long, adjust the time for future one-on-ones.
   2.  Do not allow interruptions and do not cancel on the employee.
   3.  Meet in a private area. Consider meeting over coffee or in an area that is outside the immediate work area.
   4. The meeting duration will vary with the employee’s experience level. If you are working with a new employee and meeting with them daily, five to fifteen minutes is enough. An experienced employee who meets with you once monthly, may need thirty to sixty minute.

BEST PRACTICES

1. Set up a one-on-one folder for each employee. Include copy of latest performance review, any goals and objectives in play, and any information relevant to this employee – performance notes, compliments, problems, articles to discuss, etc.
2. Stop yourself from running to the employee with any issue that comes to your desk. If it is not urgent – and often it really isn’t – put it in the employee’s one-on-one folder and discuss it as part of your next meeting.
3. Set up a regular meeting time with each person. Stick to it! Don’t cancel unless absolutely unavoidable.
4. When you meet, always allow the employee to go first. Expect them to come with an agenda.
5. Review the contents of your one-on-one folder since your last meeting – this most likely serves as your agenda.
6. Teach your employees to create a reciprocal one-on-one folder for you. The contents (including their notes) will most likely serve as their agenda!
7. Discuss projects, performance, goals, and concerns.
8. Discuss specific ideas for improving performance.
9. Use this as an opportunity to praise and redirect.
10. Keep notes – this will serve you well when it is appraisal time!

For more information and 24 more secrets, check out Becoming a Better Boss – Your Guidebook to 25 Fundamental Management Responsibilities is now available at Amazon.com!