In my previous blog post, I set out a new orientation for one-on-one meetings with your direct reports. Now that you have redefined the focus of your one-on-one’s, how do you create the framework for these meetings? What are the themes you need to keep front and center for these one-on-one’s? How do you go about creating a deeper, personal connection, providing your direct reports with support and building trust? Here are a few tips on how to structure and organize your one-on-one’s.
First, talk with your direct reports about the intent of these one-on-one’s. Be very clear that these meetings are for them and that you want them to feel safe in bringing up issues, topics and ideas they want to share with you.
Shift your mindset to be a listener! The main thing to bring to these meetings are open ended questions and the mindset of actively listening to their responses. Research shows that employees value and view their supervisors as great leaders when they truly feel listened to.
Start with checking in with them. Find out how they are doing personally. Ask questions and make sure to listen to their answers. You might be surprised what they choose to share with you. Model caring and empathy! Remember, these one-on-one’s are for them, not you. It might take some time for them to feel comfortable sharing on a deeper level.
Ask them if there is anything that they would like to talk about. Remember, this is their meeting, their agenda, so let them come up with the topics. Is there a situation or problem they are working on that they would like to share? Depending upon how safe you have made these spaces for your direct reports, that will dictate what problems or issues they choose to bring to you.
Ask them,”Is there anything you need from me at this time to be more successful?” Again, listen to their response and be ready to say “yes” to their request for assistance or support. Of course, there will be things that you won’t be able to agree to, but rather than a simple,”I can’t do that,” response, is there something in the request that you can do for them that will show your support and add to the level of trust between the two of you?
One of the primary functions of one-on-one’s is giving your direct reports personalized professional mentoring. As a supervisor, your goal should be to support your direct reports in their work so that they are successful. One of the most valuable things you can give your direct reports is your time.
Modeling is a great way to build trust. If you are in the stage of building trust, bring up an issue you are struggling with and ask them for their ideas, coaching or suggestions for next steps. Once you create a safe place to talk honestly and openly about work issues, these one-on-one’s will produce greater, richer results in your relationships with them and also support their growth in your organization.
Finally, be on time for one-on-one’s, be prepared to engage in thoughtful conversation and avoid having to reschedule. This will show your commitment to them as an employee and valued member of your team. And thank them for taking the time to meet with you.
As the supervisor, you can still have performance review “check ins” to get updates on projects and tasks your direct reports are working on. Just don’t do that in your one-on-one’s.
By creating space in your one-on-one meetings with your direct reports for them to drive the agenda, ask questions and share about themselves personally, you will start to see them be more engaged, more empowered, and trust will build between you.