Mastering One-on-One Meetings: A Manager's Guide

One-on-one meetings are regularly scheduled private conversations between a manager and a direct report. Unlike team meetings or other discussions between managers and employees, one-on-one meetings provide dedicated time for managers to focus on an individual team member.

These private meetings serve several important purposes for managers:

• Build rapport and develop trust
• Provide coaching and feedback
• Understand challenges and roadblocks
• Set goals and expectations
• Discuss career development
• Gather ideas and input
• Give recognition and motivation

The intimate setting of a one-on-one allows for transparent and open communication. Team members have the manager's full attention to voice concerns, ask for guidance, and share suggestions. Managers gain insight into their employees' needs and can provide support.

Establishing consistent one-on-one meetings demonstrates the manager's commitment to the growth and development of their people. It enables stronger relationships, improves performance management, and increases job satisfaction. For both leaders and team members, regularly scheduled one-on-one time can profoundly impact individual and organizational success.

Benefits of One-on-One Meetings

One-on-one meetings between a manager and team member offer many benefits, foremost of which is the opportunity to improve communication and rapport. Regular one-on-one sessions allow the manager to better understand the team member's strengths, challenges, career goals and expectations.

With improved understanding comes the ability for the manager to provide effective coaching and mentoring. The manager can give actionable feedback to help the employee develop skills. The employee also feels supported in their professional growth and more empowered to drive their own success.

Additionally, one-on-one meetings enable alignment on priorities and expectations. The manager and team member can discuss responsibilities and projects to ensure they are on the same page. This prevents confusion down the line when deliverables are due. It also allows the manager to provide context about why certain tasks are more critical than others.

In summary, consistent one-on-one sessions build open communication, support career development through coaching, and align priorities between manager and team member. The rapport and transparency created leads to better performance and outcomes.

How to Prepare

Effective preparation is crucial for having successful one-on-one meetings. Meetings should take place regularly at a set interval, weekly or bi-weekly for most managers. Avoid cramming in meetings once a month or letting them slip without notice. Establish a consistent schedule so both parties know what to expect.

Send a clear agenda to your direct report at least a day before meeting. Outline 2-3 key discussion topics and questions to cover during your time together. While meetings don't have to stick rigidly to the agenda, it helps team members prepare relevant updates and set expectations.

Review any notes or action items from your last one-on-one meeting. Follow up on progress made and any challenges team members are facing. Check on the status of any ongoing projects or deadlines discussed previously. Preparation prevents conversations from stagnating.

Giving your direct report visibility into upcoming topics will enable a fruitful and focused dialogue. With a regular cadence and agenda, one-on-one meetings become a productive touchpoint rather than an obligatory to-do list.

Questions to Ask

One-on-one meetings provide the opportunity to check in on progress and identify any issues. As a manager, come prepared with a list of questions to learn more about your team member's workload and wellbeing. Here are some suggested questions to drive an engaging discussion:

• How are you progressing on your current goals and projects? This allows you to get a sense of their workload and ability to complete tasks on time. It also opens the door to offer support if any deadlines seem unattainable.
• What support or resources do you need right now? Your team member may be hesitant to ask for help. Use your one-on-one to probe if there are any tools, training, or team support that could help them achieve objectives.
• What challenges or roadblocks are you facing? Even top performers hit walls at times. One-on-ones provide a judgment-free space for people to share frustrations. As their manager, you can then work together to brainstorm solutions.
• How engaged are you feeling in your work lately? Check in on their motivation and passion levels. If enthusiasm is low, you can try realigning tasks to better suit their skills and interests.

Regular one-on-one meetings build relationships grounded in trust and open communication. Preparing thoughtful questions shows employees you care and makes the experience productive for both parties.

Active Listening

Active listening is a critical skill for managers to develop during one-on-one meetings. Avoid distractions and be fully present during the meeting. Give your team member your complete attention by putting away your phone, closing distracting programs on your computer, and clearing your mind before the meeting starts.

Ask clarifying questions throughout the meeting to confirm your understanding. Paraphrasing back what your team member said shows that you are listening and engaging with the conversation. For example, "So what I'm hearing is that you feel overwhelmed by the project timeline. Is that correct?"

Summarize key points back to your team member before moving to a new topic. This helps synthesize the discussion and validate that you comprehended their perspective accurately.

Active listening facilitates open and honest dialogue. Your team members will feel heard, understood, and valued when you listen attentively during one-on-ones. This builds trust and psychological safety, enabling more effective coaching and feedback.

Giving Feedback

Giving constructive feedback is an essential part of one-on-one meetings. As a manager, it's important to make your feedback specific and timely, focus on behaviors rather than character, and allow the employee to self-reflect first.

• Give feedback close to when an incident occurs so details are fresh. Don't save up feedback for the next one-on-one.
• Be specific about the behaviors you want to address. For example, say "You were 20 minutes late to the last three client meetings" rather than "You have an attendance problem."
• Focus feedback on behaviors the employee can control and improve, not on their personality or attributes.
• Start by allowing the employee to self-evaluate. Ask "How do you think the presentation to the executive team went?" This allows them to reflect honestly without feeling attacked.
• Balance constructive criticism with positive feedback so the employee walks away feeling encouraged and empowered. Praise what they're doing well along with what needs work.
• Check for understanding by having the employee summarize your feedback. Ask "What are your key takeaways from what we just discussed?"
• Set mutual expectations and create an action plan to improve performance going forward.

Regular, thoughtful feedback helps strengthen the manager-employee relationship and leads to positive change over time. By following these tips, you can make your feedback effective and supportive.

Coaching and Mentoring

One-on-one meetings provide an excellent opportunity for managers to coach and mentor their team members. Rather than telling them what to do, effective coaching involves asking open-ended questions to prompt reflection and growth. For example, you can ask team members:

• What challenges are you facing in your role?
• What areas do you want to improve in?
• How do you want to progress in your career?

As a manager, you can offer guidance based on your own experience and expertise. Share relevant stories and advice that can help team members develop. However, avoid being overly prescriptive. The goal is to lead them to their own insights through thoughtful questioning.

You can also collaborate on creating development areas and goals based on their aspirations. Jointly discuss how they can build new skills. Offer to support them with training opportunities or projects that align with their interests. Check in on progress during future one-on-one meetings.

Coaching is fulfilling for both managers and team members. By taking a collaborative approach, you empower people to steer their own development while providing the guidance they need to succeed.

Following Up

Following up after one-on-one meetings is crucial to ensure ideas and action items don't fall through the cracks. Here are some best practices for following up effectively:

• Send notes and action items - The manager should send a quick email or message summarizing key discussion points, decisions, and action items from the meeting. This ensures alignment and prevents misunderstandings.
• Check on progress at next meeting - At the next one-on-one, check in on the status of action items and projects that were discussed last time. Ask about any roadblocks or help needed.
• Hold each other accountable - Both parties should feel comfortable holding the other accountable for commitments and deadlines discussed. The tone should be collaborative rather than punitive.

Following up demonstrates you value your team member's time and ideas. It also builds trust, accountability, and ensures your meetings drive real results. Make following up a consistent habit after every one-on-one.

Challenges of Effective One-on-One Meetings

Conducting regular one-on-one meetings with team members is extremely beneficial, but also presents some challenges that managers should be prepared for:

Scheduling Consistency

It can be difficult to stick to a regular cadence of one-on-one meetings amidst changing schedules and priorities. Managers should block off consistent times well in advance and honor those times as much as possible. If a meeting needs to be rescheduled, set a new time immediately.

Avoiding Distractions

One-on-one meetings require full focus and attention on the team member. Managers should silence phones, close computer screens, and eliminate as many potential distractions as possible. If an urgent issue arises, politely excuse yourself briefly and then continue the meeting.

Lack of Engagement

Managers need to cultivate trust and psychological safety so team members feel comfortable opening up in a one-on-one setting. Without that environment, meetings can become unproductive or robotic. Ask thoughtful questions, be fully present, and show genuine interest. Follow up on past conversations to demonstrate you truly listened and cared.

Conclusion

Effective one-on-one meetings are a game-changer for managers seeking to develop closer relationships with team members. By following the tips we've outlined, managers can:

• Build trust and open communication through active listening and thoughtful questions.
• Provide performance feedback in a constructive way.
• Provide coaching and mentoring that helps team members develop.
• Gain insight into challenges team members face.
• Align on goals and focus efforts.

Regular one-on-one meetings demonstrate the manager's commitment to supporting their team. When done with care and consistency, these meetings unlock the full potential of both managers and team members.

To recap, focus on using one-on-one meetings to build relationships, provide growth opportunities through feedback and coaching, and understand the needs of your team. With practice and commitment, one-on-one meetings will become an invaluable tool for you and your team's success.

Introducing Glyph AI - Powerful Meeting Assistant
‍

You can use Glyph to improve communication and never miss a detail because Glyph is an AI transcription meeting assistant platform that can transcribe meetings and generate meeting summaries, action lists, and more. Learn more on www.joinglyph.com

‍