How to master the art of the one-on-one meeting

In 2021, the Pew Research Center jumped into action to find out why so many employees were diving headfirst into the Great Resignation. Their investigation revealed that two of the three most common complaints related to leadership and culture. Almost two-thirds of respondents said a lack of internal advancement opportunities caused them to change employers, while 57% felt they weren’t getting the respect they deserve.

As a pragmatic manager, I noticed that while these discoveries were disappointing, there was a glimmer of hope. While both concerns are serious and challenging, they can be mitigated through thoughtful planning and the incorporation of regular one-on-one meetings between managers and employees.

The power of one-on-one

The one-to-one interview has always been an important tool to promote the professional development of employees and reduce the turnover rate. In today’s workplace, one-on-one conversations are more important than ever, especially for remote teams. Teleworkers can quickly feel disconnected and isolated from their colleagues. Luckily, one-on-one meetings offer them both connection and validation; make them less likely to feel valued, cared for, or important; and ensure that you, as their leader, are aware of their progress as well as any obstacles that may impede their success.

Nothing has changed in the basic structure of the One-on-One. During these private meetings, the participants inform each other about current and future-oriented topics. Done well, one-on-one meetings are the perfect time for managers to bond with employees. Over time, these bonds strengthen, leading to feelings of deeper trust and even loyalty. These meetings are necessary as they influence positively both company leaders and team members.

Case in point: I have had weekly one-on-one meetings with our President for the past eight years. At these meetings we review my top projects from the previous week and the coming week. I ended up setting new goals, assessing my chances of long-term employment in the organization and providing insights based on recent experience. I cherish those one-on-one moments, which is why I repeat the process with my team members.

Master the one-on-one

Luckily for employees and employers, one-on-ones aren’t just regular check-ins. They are deeper and require forethought and planning. Consider the following tips to design and conduct meaningful and productive one-on-one meetings with your employees that ultimately enhance the employee experience and reduce turnover.

1. Make sure all one-on-one meetings have a clear purpose

Without a set goal, your one-on-one meetings will seem incoherent at best and redundant at worst. Each one-to-one session should focus on a specific agenda that is covered weekly, e.g. B. Projects that improve the skills and performance of the position; Activity required daily, weekly and monthly to be successful in the position; and additional forecasts. Separate sessions can then be set up for more in-depth coaching or corrective action.

Not sure how to define your purpose and want a little nudge? hyper context 2019 state of the one on ones notes that about 70% of managers use their one-on-one meetings to deal with obstacles and about 60% see them as a pulse check. Finally, you should be able to articulate why the one-on-one is important and also explain the importance to your team for the best results.

2. Keep your one-on-one conversations sacred

Never miss a scheduled one-on-one. Don’t move them either. The moment you start putting one-on-one combat on hold, you risk losing all of your potential power. Ignoring one-on-one conversations shows your employees that they are non-essential and other things are more important than them. Actions speak louder than words, and sticking to a set one-on-one meeting schedule lets your employees know you’re serious about their success.

3. Put away your phone

Listening doesn’t happen often enough in business, but you can buck the trends and engage your active listening to set the stage for a quiet, rewarding gathering. Whether your one-on-one meetings are in-person or virtual, it’s important to remove all distractions and be present.

As part of your commitment to being the best possible listener, be prepared to ask questions. For example, your coworker might mention something in passing, like frustration over a project that wasn’t completed last week. Dig deeper to find the source of the frustration together. This will help you and your team member become more self-sufficient and solution-oriented.

4. Avoid frosting at all costs

Brene Braun has a mantra that you must accept during one-on-one meetings: “Clear is friendly, unclear is rude.” In other words, be honest with your co-workers. Never complain about her behind her back. Just be open and address concerns as they arise.

I once managed a sales manager whose reps kept leaving, so I spent a week facilitating the manager’s one-on-ones, team meetings, and training sessions. During our next one-on-one meeting, I said, “I know you struggle with turnover. I’d like to review some of the feedback.” After some sharing beforehand, we created an action plan. The result? The sales manager’s team bonding improved.

5. End each one-on-one with a proactive note

Your one-on-one conversations shouldn’t just end. You should end up with action items for both of you. The action items can then form the basis of the personal agenda for the following week. In my experience, it helps to keep the momentum of the one-on-one meetings when you require that action items be prepared with the desired impact, behavior, and evidence to be demonstrated during the following week’s meeting.

The risk of letting a one-on-one meeting end without a measurable, specific game plan is that your employees will put less effort into it. This will foster a culture of stagnation that will only reinforce tendencies toward resignation.

Like all smart and effective managerial skills, one-on-one interviews are crucial ways to ensure the people you hire feel supported, safe and essential. One-on-one meetings have the power, when used properly, to help lessen resignation in your organization. Make sure you take the responsibility for employee development and retention seriously by listening to your employees, making sure they feel heard and understood, and using one-on-one meetings to help both the individual and your entire team.

John Schwepker is Executive Vice President of Sales at Abstract marketing groupa business growth company providing lead generation solutions.

Opinions expressed by SmartBrief contributors are their own.

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