Dr. Steven G. Rogelberg, an organizational psychologist, holds the title of Chancellor’s Professor at UNC Charlotte for distinguished national, international and interdisciplinary contributions. He is an award-winning teacher, has over 200 publications, been cited well over 12,000 times in the academic literature, and was recipient of the very prestigious Humboldt Award for his research on meetings.
Dr. Rogelberg is the author of two highly-praised leadership books, Glad We Met: The Art and Science of 1:1 Meetings and The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance. He has been interviewed or featured on major TV and radio broadcasts, podcasts, and in most major newspapers and magazines. His keynotes on meetings span the globe and occur at the world’s leading organizations. He was the inaugural winner of the Society for Industrial and Organizational Psychology (SIOP) Humanitarian Award and just finished his term as president of SIOP, the world's largest professional organization for organizational psychology.
Links
The Science of Church Meetings (including Ward Council) | An Interview with Steven Rogelberg
Glad We Met: The Art and Science of 1:1 Meetings
The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance
StevenRogelberg.com
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Highlights
4:10 Steven shares his professional background. He is a professor and has been studying meetings for the past twenty years. He has written two books on his findings.
7:00 Steven’s newest book is about one-on-one meetings. He goes into why he wrote it and what he means by one-on-one meetings.
10:45 The importance of feeling seen. One to one meetings bring humanity to work and create business success. It’s a focus on the employee and gives them the opportunity to say anything they need to and receive guidance.
15:30 There are 3 principal phases of a one to one meetings:
The start
The heart
The end
17:00 Start each meeting with two questions. How are you? Have them answer on a 10 point scale. 0 being terrible and 10 being great. Ask them to tell you more about it. The second question is, "I know you were struggling with X and were going to try Y. How did that go for you?"
18:00 The goal is to get the direct to share and the manager has to be an awesome listener. The manager should not be talking more than the direct. Instead they can say things such as, "Tell me more, help me understand, how can I help you with that?"
19:20 What do you do in the close of the meeting? Make a meaningful recap. End on a positive.
20:30 What setting should we be having these meetings? Managers can also ask the employee where they want the meeting and to come prepared with what they want to talk about.
22:00 Our behaviors signal what we value. When we meet with our people and show interest in them it shows a lot about who we are. If we don’t do certain things, the lack of behavior also signals who we are.
23:00 You will make more time by doing these one-on-one meetings. They will reduce rework time because they will get it right the first time. Retention of your best performers so it’s less time refiling these roles.
24:00 It’s so easy to focus on key indicators and the progress report but what we want in these interviews is to create psychological safety in the workplace. To do this we must lead with authenticity and create trust.
27:30 If your leader or manager is awkward, what can the interviewee do to make it better? You as an employee or member of the church can’t get your needs met if you don’t know what your needs and wants are. You can also engage and ask for constructive help.
31:40 Is it good to take notes? The notes become the story of that employee or person. They communicate engagement.
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