Steven Rogelberg, an organizational psychologist and Chancellor’s Professor at UNC Charlotte, shares his expertise on structuring effective 1:1 meetings. He emphasizes that these meetings should primarily serve the direct report and be scheduled consistently to reduce bias. A flexible agenda enhances discussion, focusing on core questions rather than mere status updates. Rogelberg also highlights the benefits of skip-level meetings, fostering open communication while supporting employees’ needs. With insights drawn from his research, he provides strategies for meaningful workplace interactions.
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Quick takeaways
One-on-one meetings should prioritize employee needs over status updates, creating a supportive atmosphere for open dialogue and engagement.
Regularly scheduled one-on-ones foster trust and transparency, enabling managers to effectively identify obstacles and enhance team cohesion.
Deep dives
The Importance of One-on-One Meetings
One-on-one meetings are crucial for fostering effective communication between managers and their direct reports, offering a dedicated space for open dialogue. These meetings create an opportunity for managers to understand their employees' thoughts and concerns, which can significantly boost engagement and retention. Regularly scheduled one-on-ones not only build trust but also allow managers to identify and address obstacles affecting their team's performance. Without such meetings, employees may feel overlooked, leading to disengagement and a perception of being undervalued.
Maximizing Meeting Efficiency
Despite the high costs associated with meetings, many organizations fail to optimize them, often treating unproductive meetings as a norm. One-on-one meetings should focus on understanding the employee’s needs rather than solely status updates or project monitoring. Research suggests that well-structured one-on-ones enhance individual performance, team coordination, and managerial success, ultimately benefiting the entire organization. To maximize the effectiveness of these meetings, managers should prioritize creating a supportive atmosphere that encourages employees to express their views freely.
Frequency and Structure of Meetings
Managers are encouraged to hold one-on-one meetings at least weekly or bi-weekly to achieve optimal outcomes, as more frequent interactions have been shown to foster better relationships and trust. Employees across various levels desire regular one-on-ones, recognizing their value in enhancing their workplace experience. Preparing for these meetings with a flexible agenda allows both the manager and employee to discuss relevant topics, maintaining the focus on the employee's needs and goals. This intentional approach helps to counter biases that may lead managers to favor certain team members over others during interactions.
Skip-Level Meetings and Organizational Connection
Skip-level meetings, involving conversations between employees and their superiors' managers, can greatly enhance organizational connectivity and employee commitment. These meetings help to bridge potential gaps in communication and enable leadership to gain insights into the workforce's sentiments. While managers may hesitate to conduct skip-level meetings due to concerns about undermining their direct reports, clear communication and sensitivity can alleviate these fears. By framing skip-level discussions as opportunities for broader connection rather than oversight, organizations can cultivate an environment of collaboration and transparency.
Steven Rogelberg is an organizational psychologist, holding the title of Chancellor’s Professor at UNC Charlotte for distinguished national, international and interdisciplinary contributions. He is an award-winning teacher and recipient of the Humboldt Award for his research on meetings. He is the author of Glad We Met: The Art and Science of 1:1 Meetings*.
Many us appreciate the value of 1:1 meetings with employees. For a lot of managers, it’s one of their biggest time commitments. And yet, nobody ever taught us how to do it. In this conversation, Steven and I discuss how to actually structure an effective 1:1.
Key Points
First and foremost, a 1:1 meeting is for the direct report.
A set schedule for 1:1’s with your team reduces bias by ensuring you connect with everyone, consistently.
A loose framework is better than a lock-step agenda. Two approaches help: the manager proposing a core question or listing out topics that the direct report brings.
Avoid status update meetings by articulating the purpose of 1:1’s and dedicating agenda time (or future meetings) to bigger picture topics.
Skip-level 1:1’s are valuable for both employees and senior leaders. Avoid undermining another leader by approaching the meeting with the mindset to support the employee, rather than making decisions.