One-on-One Meetings
One-on-one meetings are the cornerstone of successful teams, a management best-practice, and are encouraged for teams of all sizes.
What are one-on-one's? On a regular basis throughout the year, managers meet with their direct reports one-on-one to to have informal 'check in' discussions. The main purpose of holding regular check-in meetings is to mutually “take stock” of how things are going, constructively share feedback and observations, and get re-aligned (if necessary) on goals and priorities.
What should we talk about? The focus of this meeting should be on progress towards current work and projects, goal completion and successes to date, any challenges encountered and support needed to overcome them, as well as any necessary revisions to goals. Because this is a two-way dialogue, at least 50% of the meeting time should be allocated to the questions or concerns of your direct report. One-on-ones are also a great opportunity to discuss development needs and career interests.
How often? How long? We recommend 30-60 minutes per meeting, occurring every two weeks, every month, or (at minimum) every two months. Plan to hold a minimum of six one-on-one conversations per year.
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One-to-One Meetings
20 minute online course
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Feedback
30 minute online course.
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LinkedIn Learning
- LinkedIn Learning: Leading Productive One-on-One Meetings
- LinkedIn Learning: Coaching and Developing Employees
- LinkedIn Learning: How to Give Great Feedback
- LinkedIn Learning: Managing Employee Performance Problems
- LinkedIn Learning: Having Difficult Conversations
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One-to-One Meetings
20 minute online course.
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LinkedIn Learning
- LinkedIn Learning: Responding to Feedback
- LinkedIn Learning: How to Give Great Feedback
- LinkedIn Learning: Having Difficult Conversations
Understanding Feedback
Feedback Goes Both Ways
In traditional performance management processes, feedback is often one-sided, infrequent, and vague. Feedback often comes at the end of the year, long after the event actually took place. As a result, performance discussions become a stressful experience for everyone involved.
Evolving performance management means changing our perspective on feedback. In this revised practice, both employees and managers regularly seek feedback from one-another and deliver insight skillfully. By giving and receiving feedback more often, the practice becomes normal, expected, and part of the way you and your team grow continuously.
Asking for Insightful Feedback
The first step to learning more about yourself is to ask for feedback. You can ask for feedback from a variety of sources after completing a task, delivering a presentation, leading a meeting, or interacting with a client. This can be as simple as asking, "What's one thing you'd like to see me do differently next time?"
Delivering Insightful Feedback
Delivering feedback skillfully can amplify its impact and accelerate learning. At the university, we coach managers and employees to deliver feedback by describing the specific Situation that inspired the feedback, the Behaviour that was noticed, and the Impact that the behaviour had on you, the team, the result, and so on (Center for Creative Leadership, 2018).
Previous Step
Setting Goals and Expectations
Next Step
Mid-Probation and Probation Reviews (new hires only)