In order for one-on-one meetings to be productive and effective they have to be intentional. Planning, setting expectations and having a consistent schedule are key for success.
The meeting frequency will depend on the size of your team and how much support employees need to be successful in their roles and the operations of your department. The key is to schedule them at regular intervals in your and your employee’s calendars. Typically, these meetings are held weekly, every other week or monthly.
The meetings should be as long as needed based on the meeting structure. Typically, they are 30 minutes to 1 hour in length.
Once scheduled it is important that you don’t cancel them. Maintaining this commitment sends the message to your employees that you prioritize them. It demonstrates that you are invested in their growth and success.
If feasible, you should aim to meet in a neutral location such as a meeting room. You may also want to introduce outdoor walking meetings when appropriate.
One-on-one meetings are meant to be collaborative; employees should be active participants. As a result, employee should be engaged in the development of the agenda. The agenda doesn’t have to be formal; it could simply be an e-mail where you outline the topics you would like to discuss and invite your direct report to add items that they would like to be discussed.
Sharing responsibility in the planning of the agenda is an opportunity to build trust. Also, for employees it will help prepare, reduce anxiety and it also ensures that time is not wasted during a meeting to brainstorm what to talk about.
There is no right or wrong way to structure these meetings, the structure may vary depending on individual needs. The following are some approaches emerging from the literature review:
90/10 approach
This approach is flexible and grounded on ensuring that 90% of the agenda items are brought forward by the employee and 10% from the leader.
10/10/10 approach
10 minutes for employees to discuss items on their list, 10 minutes for items on the leader’s list and 10 minutes for discussing “future” actions/projects.
The “8 key areas” approach
Divide the meeting into 8 broad areas:
- Top of mind: Discuss items that are top of mind for both.
- Things that went well: Dedicated time to talk about wins. This is a powerful way to enhance connection and motivation.
- Learnings: Key learnings emerging from activities/projects they are working on.
- Priorities: Key priorities for the coming week.
- Challenges and concerns: Roadblocks or challenges that employees are experiencing as they carry out their work.
- Team dynamics: Opportunity to discuss how the team is working together and any interpersonal issues that may be emerging.
- Feedback: Giving and asking for constructive feedback.
- Career development: Discuss career aspirations, growth opportunities, what they want to learn, etc.
You don’t have to discuss all 8 areas at each meeting. The goal is to ensure that all areas are discussed over a course of several meetings.
The chronological approach
This approach is grounded on current and future work goals:
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Last week’s wins and challenges
- Current priorities
- Future opportunities (both that they’re excited for and anxious about)
Six core topics approach
- Brief review since the last meeting: Opportunity to discuss action items from the last meeting.
- New items: Discuss items brought forward by both you and the employee.
- Growth & development: Opportunity to offer advice, coach employees to address issues/challenges.
- Motivation: Opportunity to explore what makes employees excited to work, projects/activities that reinvigorate them, etc.
- Work: Discuss projects, progress and other day to day details.
- Communication: Address communication breakdowns and silos.
A simpler approach
- Personal check-in: Opportunity to check how employees are doing.
- Priorities: Discuss goals, challenges, and current project check points.
- Recognition: Opportunity to celebrate accomplishments, inspire, and motivate.
- Feedback & coaching: Opportunity to provide feedback and use a coaching framework to promote learning.
Regardless of the structure of the meeting, the conversation should flow naturally to cover the agenda items.