Guest: Steven Rogelberg, meeting expert and author of the book, Glad We Met: The Art and Science of 1. In this podcast, Steven Rogelberg discusses the importance and effectiveness of one-on-one meetings. He provides practical tips on designing and leading these meetings, emphasizing the value of reflection and attention managers can provide to their employees. The podcast also explores topics like avoiding the 'status update trap', aligning values with meetings, and gathering data on meeting activities and feelings.
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Quick takeaways
One-on-one meetings between managers and employees are crucial for fostering growth, development, and engagement.
Managers should focus on preparation, facilitation, and follow-up to make one-on-one meetings effective.
Deep dives
The Power and Importance of One-on-One Meetings
One-on-one meetings between managers and employees are crucial for fostering growth, development, and engagement. These meetings have a significant impact on employee experience, team success, and organizational inclusion. They provide an opportunity for managers to support their employees and create a thriving work environment. Research suggests that the most positive outcomes are associated with a weekly or bi-weekly meeting cadence. Managers should prioritize these meetings, focusing on active listening and asking open-ended questions that go beyond status updates. It is essential for managers to create a safe and supportive space for their employees to share their challenges, ideas, and goals.
Effective Strategies for Running One-on-One Meetings
To make one-on-one meetings effective, managers should focus on preparation, facilitation, and follow-up. Before the meeting, managers should review notes from previous meetings and approach the interaction with a positive mindset. During the meeting, they should ask open-ended questions, actively listen, and encourage their employees to share their thoughts and challenges. Managers should avoid dominating the conversation and aim to talk less while letting their direct report do most of the talking. A lightweight agenda, created by the direct report or jointly with the manager, can provide structure to the meeting. After the meeting, managers should ensure they follow through on any actions discussed and maintain accountability. By creating a culture of open communication and aligning the meeting process with organizational values, managers can make one-on-one meetings more meaningful and impactful.
Adapting One-on-One Meetings to Remote Work
With the rise of remote work, adapting one-on-one meetings to a distributed workforce is crucial. Virtual one-on-one meetings can be just as effective as in-person meetings if facilitated properly. Research indicates that the mode of communication—whether virtual or face-to-face—is less important than the manager's facilitation skills. Managers should ensure that remote employees feel seen and heard during these meetings, as remote workers often struggle with a sense of invisibility. Scheduling virtual one-on-ones at a frequency preferred by both parties can help provide a sense of connection. Managers can also encourage uninterrupted time for deep work by scheduling meetings strategically and clustering them together. Despite physical distance, virtual one-on-ones offer an essential opportunity for remote employees to engage, share their challenges, and receive support.
Evaluating and Improving One-on-One Meetings
Assessing the effectiveness of one-on-one meetings requires self-reflection and feedback from direct reports. Managers should focus on specific examples, consider different perspectives, and evaluate their own behaviors during these meetings. An accurate self-perception is vital for making positive changes and continuously improving. Additionally, leveraging employee voice through surveys, interviews, or anonymous evaluation methods can provide valuable insights. Managers should align the one-on-one process with organizational values and actively seek employee input to ensure that the meetings meet their needs. By prioritizing the development and support of their employees, managers can strengthen their leadership and create a culture of trust and growth.
One-on-one meetings are the cornerstone of manager-employee relationships. For managers, they’re an opportunity to teach, coach, and mentor. For employees, they’re a chance to grow and develop.
But given how important these meetings are, how well are we using them? How effectively do we plan and run them? Bottom line - are they an afterthought or a priority?
These are just some of the questions, I asked meeting expert Steven Rogelberg, author of the book, Glad We Met: The Art and Science of 1:1 Meetings. In response, Steve not only described what the most effective one-on-one meetings look like, but he also explained how to design and lead them. I left the interview with lots of practical tips and tools.
Episode Links
This is the Most Important Meeting You’ll Have. Here’s How to Make It Better.
Meetings Can Really Suck. Here’s How to Fix That
Managers, Take This Simple Assessment to Hold Better One-on-One Meetings
Make the Most of Your One-on-One Meetings
The Team
Learn more about host, Gayle Allen, and producer, Rob Mancabelli, here.
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