Hi, I’m Theo Gilbert-Jamison! And, I’m an Author, Consultant, and Executive Coach. And so often in my coaching sessions I’m asked, Theo, how do I get my team to be more engaged AND energized? How do I get them to take MORE initiative? How do I get them to be more proactive in taking care of things before I have to ask? Or, how do I motivate my team?
I then ask how often are you doing 1-on-1 meetings with your team? And, the typical response is Theo, are you kidding me? I don’t have TIME to meet with EACH person on my team like that! And that my friend is often the problem! So, in this segment I’d like to talk about the POWER and importance of having regular 1-on-1 meetings with your team. Especially if your direct reports consist of a team of leaders, executives, department heads, or even supervisors.
THE PROBLEM
You see when work environments exist where there’s a lack of empowerment, a lack of accountability, misalignment, a lack of initiative, and where people are disengaged it’s often because they have no idea of what their leader expects. And rightfully so, because employees aren’t MIND-READERS! So, if the success of your team is contingent upon getting everyone onboard and accountable then regular 1-on-1 meetings is a great way to achieve this goal.
DEFINITION
For clarification 1-on-1 meetings are intended to be a FORM of open communication from the leader to their employee, as well as from the employee to the leader often lasting 15-60-minutes (depending on WHAT needs to be covered).
And in the MOST effective 1-on-1 sessions, the employee or direct report takes LEAD in scheduling the meeting, and during the meeting sharing what they need from you (as their leader). And YOUR responsibility as THE leader (during these 1-on-1 sessions) should be to provide support AND valuable guidance that helps them achieve optimum job performance.
DISCUSSION POINTS
Now, if 1-on-1 meetings are NOT a part of your work routine, you may be thinking what the “heck†do I discuss or share during these sessions? Well, your 1-on-1 meeting agenda shouldn’t be packed with TOO MUCH information so it fosters 2-way communication between both participants. And of course, there may be times when you don’t have much to cover leaving more time for your direct report to share whatever they’d like to discuss.
And common topics (for 1-on-1 meetings) should focus on things like current projects and status updates; where they are struggling and need of your guidance and direction; as well as, recent productivity, quality, and budgetary successes. And this is also your time to share your VISION for the team; current expectations; provide perspective on their job performance that might help correct performance deficiencies you have noticed; inquire about their career aspirations; and to provide recognition (where it’s due).
Now ALL of these things aren’t intended to be covered in one meeting, but you get the picture. If you TRULY know your team, there’s always something NEW to talk about or share!
WAYS TO IMPROVE
So, if 1-on-1 meetings are something you’re NOT doing, but interested in. Or, you’re currently STRUGGLING with them, here are a FIVE best practices that might work for you!
ONE – Commit with your team on a REGULAR frequency for 1-on-1 sessions.
Typically, once or twice a month is DOABLE, depending on the size of your team. But DON’T go more than two months without reconnecting with your team, via 1-on-1 meetings. And remember, it’s your team’s responsibility to get on your calendar — scheduling their quality time with you.
TWO – Have a short outline or agenda of what’s typically covered.
I have a 1-on-1 meeting template that I use with everyone, and it saves SO much time. And it also ensures all of the key discussion points are covered like project status updates; recent customer or employee challenges… that need to be resolved; budgetary details; accountability issues; and of course, recognition of recent accomplishments and milestone!
THREE – Allow them to lead the meeting.
So, set the expectation that they should come (to the meeting) prepared with a short list of things to cover. This sets the tone that 1-on-1 meetings are actually their set-aside QUALITY TIME with you. And, of course you should also have YOUR short list of things you need to cover. AND, guess what? If you create an environment of self-accountability, your direct reports will take more initiative in covering crucial topics before you EVEN have to ask. Now wouldn’t that be wonderful?
FOUR – Set a timeframe for 1-on-1 sessions.
It should be NO more than 1-hour. But guess what? As your 1-on-1 meetings become more CONSISTENT, over time they’ll become a more EFFECTIVE, EFFICIENT use of your time – and typically take no more than 20-30 minutes. However, there will be those special times when using the FULL 1-hour of meeting time is warranted.
And finally, FIVE EVALUATE and Tweak the process!
You see, once you’ve given the concept of 1-on-1 meetings at least 3-months, then I recommend you re-evaluate what’s working; what’s not working; what needs to improve to make the process more valuable and engaging; and what’s hindering it. Then make a few modifications to improve the process. Of course, with input from your direct reports.
BENEFITS
And, I guarantee that if you commit to having CONSISTENT 1-on-1 meetings for at least 3-months, you’ll begin to see TANGIBLE results like: increased self-accountability, morale; and greater alignment and team engagement. And WHAT’S in it for you? Well, I’ve noticed that it’s personally helped me GAIN more time to work on visionary aspects of the business, and significantly improved my work/life balance because it’s opened up more opportunities for me to delegate more meaningful projects and tasks to my team.
LEADERSHIP CHALLENGE
And after your 3-month pilot, if 1-on-1 meetings are starting to make a sustainable difference within your team and work environment, I challenge you to make this something that you also hold your leaders accountable for doing with their team members. And, I guarantee that over time, you’ll see substantial improvement in employee engagement, retention, morale, and empowerment.
TYPICAL MIS-STEPS
And before I close, I’d like to quickly share THREE huge “missteps†that leaders often make that have a tendency to tarnish the 1-on-1 meeting experience with their direct reports.
They are things like: Repeatedly cancelling at the last minute, because you’re ill-prepared, or forgot to put it on your calendar so now there’s suddenly a scheduling conflict. Hogging the meeting with your issues, by talking MORE than you listen. Remember, this is your direct report’s quality time with you. Allow them to lead the meeting. And being pre-occupied during the meeting with other issues, emails, or incoming text messages and not giving your full-attention.
So, on a positive note please be mindful of these common mis-steps. Especially because they have a tendency to make the person you’re meeting with FEEL invalid — that they don’t matter, so, they don’t see any redeeming value in having 1-on-1s with you, and avoid scheduling them at all costs.
CHEAT SHEET REQUEST
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About the AUTHOR
Theo Gilbert-Jamison is CEO of Performance Solutions by Design, a consulting firm headquartered in Atlanta, Georgia that helps organizations exceed expectations by elevating the customer experience from average to extraordinary.
She is also author of several leadership books to include: The Six Principles of Service Excellence, and The Leadership Book of Numbers, Volumes 1 & 2. Prior to launching Performance Solutions by Design in 2003, she was VP of Learning & Development with Ritz-Carlton Hotel Company where she enjoyed a 17-year career.
Theo was also a key contributor, instrumental in implementing and sustaining processes and systems that led to The Ritz-Carlton becoming a two-time recipient of the Malcolm Baldrige National Quality Award.