{"id":4810,"date":"2017-02-21T16:28:50","date_gmt":"2017-02-21T16:28:50","guid":{"rendered":"http:\/\/blog.small-improvements.com\/?p=4810"},"modified":"2017-02-21T16:28:50","modified_gmt":"2017-02-21T16:28:50","slug":"5-ways-to-take-your-one-on-one-meetings-to-next-level","status":"publish","type":"post","link":"https:\/\/www.small-improvements.com\/blog\/5-ways-to-take-your-one-on-one-meetings-to-next-level\/","title":{"rendered":"5 ways to take your 1:1 meetings to the next level"},"content":{"rendered":"

Over the course of 2016, we traversed the USA and Europe to moderate our \u201cHelping Managers\u201d panel discussions in five different cities<\/a>. One commonality we noticed among our panelists was how strongly they advocated for regular check-ins, or one-on-one meetings (1:1s), with their employees. These open, honest conversations have proven to be beneficial for both parties, but for managers, they\u2019re particularly advantageous because they help identify problems early within a team.<\/p>\n

There\u2019s a clear difference, however, between simply scheduling regular 1:1s and building a culture of successful 1:1s<\/a> within your team or organization. So how can you revamp individual meetings within your own company? Below are the five key approaches that top HR leaders recommend.<\/p>\n

<\/strong><\/p>\n

Make them frequent<\/strong><\/p>\n

John Catterfeld<\/a>, Head of Software Engineering at OpenTable UK, aims for 1:1s with his direct reports on a bi-weekly basis.<\/p>\n

\u201cDoing them frequently creates a relaxed atmosphere so you don\u2019t dread it when they come up once every six weeks,\u201d he said during our speaker series in London. \u201cThey become a regular part of every two-week sprint instead.\u201d<\/p>\n

While regular 1:1s should be the goal, but the frequency is dependent on the needs of individual organizations. Here at Small Improvements, we aim for weekly 1:1s, which we find optimal given our size and hierarchy setup. But bi-weekly or even monthly 1:1s are also beneficial.<\/p>\n

\u201cIt\u2019s an individualistic thing based on the team member and manager, and you should find your own cadence,\u201d said Neil Wilks<\/a>, SoundCloud\u2019s Director of People Partnerships.<\/p>\n

The critical point \u2013 familiarity breeds comfort, which means employees will be more willing to speak openly if 1:1s are not promoted as rare events.<\/p>\n

Make Them Personal<\/strong><\/p>\n

Our panelists believe that effective 1:1s should have a high-level focus on the employee and their needs, and not be used to discuss actionable tasks or the next week\u2019s agenda.<\/p>\n

\u201cIf you get straight into \u2018where are you on this project\u2019, the tone of the conversation is set up to be transactional,\u201d said Neil Morrison<\/a>, the Director of Strategy, Culture and Innovation at Penguin Random House in the UK. \u201cWhereas, if you start with a \u2018how are ya\u2019, \u2018what are you up to\u2019 \u2013 some of the things that come out can be really useful.\u201d<\/p>\n

Joris Luijke<\/a>, People Chief at Grovo, shared the same sentiment at our New York panel.<\/p>\n

\u201c1:1s are not about providing coaching all the time,\u201d Luijke said.\u00a0\u201cIt\u2019s about checking in where a person\u2019s sitting emotionally, if they had any frustrations or wins in the last week.\u201d<\/p>\n

If you\u2019re struggling to connect on a personal level with your employee, Catterfeld suggested occasionally shifting the conversation towards personal development. But an effective manager knows that check-ins at the personal level provide them not only with a better understanding of their employee, but gives them insight into what might be affecting their workplace behavior and decision-making.<\/p>\n

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Disqus helps its managers by providing them with a toolkit, which includes\u00a0a document guiding them through 1:1s. The document alone has already garnered somewhat of a reputation among the HR community in Silicon Valley.<\/p>\n

“We have a\u00a0basic 1:1 format: what\u2019s going well, what are you struggling with and how can I help you,” said Kim Rohrer<\/a>, Disqus’ VP of People and Culture. “I find it\u2019s important to have an open space to talk about your challenges in a safe way.”<\/span><\/p>\n

Make them interactive<\/strong><\/p>\n

Our panelists agree that the ideal 1:1 should not be dominated by one party. Give your employees the space and freedom to discuss what\u2019s on their mind, but be an open book yourself as well.<\/p>\n

\u201cIf the conversation isn\u2019t particularly flowing, I\u2019ll throw out some problems I\u2019m having, \u2018hey can you help me with this\u2019,\u201d Catterfeld said. \u201cJust to build that trust and the feeling that you can have a chat with your manager about anything you want.\u201d<\/p>\n

It\u2019s normal to hit a communication hiccup from time to time. Wilks admitted he sometimes blanked when holding 1:1s with his boss, simply because he ran out of things to talk about. This happens, it\u2019s normal. But it\u2019s advantageous for the other end of the 1:1 to read these cues and help move the conversation.<\/p>\n

Make them sacred<\/strong><\/p>\n

Once you and an employee agree on the time for your 1:1, set it in stone. LifeLabs leadership consultant Tania Luna<\/a> noted the biggest frustrations she hears from managers is when their direct reports cancel meetings.<\/p>\n

If you make the 1:1 a fixed part of your team\u2019s routine and hold to it no matter how intense the workload is, then an employee will naturally begin to take them more seriously. Once both parties have bought into the to 1:1, the real coaching can begin.<\/p>\n

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\u201cThe thing we\u2019ve seen make an impact is a perspective shift on that 1:1 being an opportunity to check on work progress,\u201d Luna said during our New York panel<\/a>, \u201cinto shifting that time to \u2018this is our sacred time, and no matter how crazy things get, you know you\u2019ll have my undivided attention during this time.\u2019\u201d<\/p>\n

The sentiment was echoed from across the country in San Francisco<\/a>. Micaela McDonald<\/a>, who is People Manager at Pinterest, makes herself available every week for 1:1s. By blocking off time, no matter how hectic her schedule, for 1:1s, McDonald shows her managers and reports that she values their time, input, and feedback.<\/p>\n

\u201cTo dedicate 30 minutes to an hour to someone every week and to give them your attention and just listen to what they have to say, it\u2019s just really, really crucial,\u201d McDonald said.<\/p>\n

Make them flexible<\/strong><\/p>\n

While the 1:1 facilitates a two-way dialogue between both parties, several of our speakers felt their 1:1 culture took off when the employees began taking the lead on the meetings. Ovia Health, a women\u2019s health company in Boston, has its employees plan the agenda for the 1:1s beforehand.<\/p>\n

\u201cWe\u2019ve put together a 1:1 worksheet, but we also ensure that it\u2019s not a checklist on activities,\u201d said Molly Howard<\/a>, Ovia Health\u2019s People Operations Manager. \u201cIt should be focused on that person\u2019s professional development and long-term goals, instead of \u2018I\u2019ve got this task and I don\u2019t know how to accomplish it.\u2019\u201d<\/p>\n

Katelin Holloway<\/a>, VP of Culture and People at Reddit, puts the responsibility of the 1:1 on the direct report. She asks employees beforehand to send her an email outlining where they need help, what roadblocks they\u2019re experiencing, and to list their successes. This gives each meeting a clear structure and ensures the employee maximizes the value of the 1:1.<\/p>\n

\u201cIt allows the employee to guide the conversation in the way that they want,\u201d Holloway said.<\/p>\n","protected":false},"excerpt":{"rendered":"

We compiled all the best tips on 1:1 meetings from \u201cHelping Managers\u201d speaking series.<\/p>\n","protected":false},"author":11,"featured_media":4859,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_seopress_robots_primary_cat":"","_seopress_titles_title":"","_seopress_titles_desc":"","_seopress_robots_index":"","footnotes":""},"categories":[79],"tags":[148,149,119],"class_list":["post-4810","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-feedback","tag-advice","tag-career-development","tag-manager-tips"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.small-improvements.com\/wp-json\/wp\/v2\/posts\/4810","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.small-improvements.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.small-improvements.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.small-improvements.com\/wp-json\/wp\/v2\/users\/11"}],"replies":[{"embeddable":true,"href":"https:\/\/www.small-improvements.com\/wp-json\/wp\/v2\/comments?post=4810"}],"version-history":[{"count":0,"href":"https:\/\/www.small-improvements.com\/wp-json\/wp\/v2\/posts\/4810\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.small-improvements.com\/wp-json\/wp\/v2\/media\/4859"}],"wp:attachment":[{"href":"https:\/\/www.small-improvements.com\/wp-json\/wp\/v2\/media?parent=4810"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.small-improvements.com\/wp-json\/wp\/v2\/categories?post=4810"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.small-improvements.com\/wp-json\/wp\/v2\/tags?post=4810"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}