what to talk in a one on one with manager

4 easy ways to brand ane-on-one meetings more meaningful

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What are 1-on-ane meetings — and why are they of import?

iii ways to fix for your 1-on-1 meetings

4 ways to better how y'all run your 1-on-1s

six topics to talk about in your 1-on-1s

Download this ane-on-one template — and become started

You might feel similar your workday is on coming together overload. Regular one-on-one meetings with your teams may be the first to clear upwardly some extra time.

Only hither's why you shouldn't: it can make your teams — and your business — more than successful.

Whether you're an individual correspondent or a team leader, y'all tin can create impactful one-on-ane meetings. With a little structure and guidance, your i-on-ane (or one-on-1) meetings tin can go a long way.

With preparation and a collaborative agenda, your regular meetings can be constructive. Encourage your employees to accept regular one-on-1s. It'll leave employees feeling energized, engaged, and improve equipped to do their jobs well.

What are one-on-one meetings — and why are they important?

What are i-on-one meetings?

Simply put, i-on-1s are regular meetings between managers and their team members. Sometimes, these meetings are between coaches, mentors, and peers, too.

But beyond work duties, regular one-on-1s can help provide useful insight into the employee feel. One-on-one meetings can be used to get a pulse on your employees' well-being and feel at the company. They're also of import to utilize for career and professional person development opportunities.

The purpose of one-on-1 meetings

At that place'southward a lot of reasons behind the purpose of one on one meetings. One-on-one meetings create open and meaningful communication between managers and their employees.

In regular contiguous meetings, you tin:

• Take dedicated time to become through agenda items and key priorities
• Give and receive feedback (including addressing performance problems)
• Employ coaching to improve development and performance
• Talk about career growth
• Motivate employees
• Go on to get to know your employees on a personal level
• Get a pulse on job satisfaction
• Assistance connect their piece of work to the larger purpose, goals, and mission of the organization
• Reduce barriers to success and help overcome challenges
• Identify action items
• Get real-time status updates on key projects
• Recap team meetings, key talking points, and timelines on priority projects

The benefits of i-on-1 meetings

While sometimes it tin can feel time-consuming, the return on investment is huge. Both employees and managers do good from one on one meetings. Here'due south how.

• For managers, it can assist develop coaching and leadership skills. One-on-ane meetings are too a perfect opportunity for your managers to develop their coaching skills. Coaching and development skills are something that is increasingly sought after.

  Managers should acquire to actively listen to their team members and provide guidance and feedback forth the way. Past doing and so, they are applying and practicing a coaching mentality. By becoming ameliorate coaches, managers tin can better back up employee performance.

• It helps build trust betwixt employees and their managers. Through regular conversations, managers can develop trusting piece of work relationships.

  A trusting human relationship in the workplace solidifies teams and creates a safe surroundings for people. You might discover your relationship develops more artlessness and trust over time.

• It can amend your employees' productivity and functioning. According to Gallup, employee date and regular one-on-one meetings are continued. Employees who have regular one-on-1s with their managers are 3x more than likely to be engaged. Increased employee engagement leads to increased productivity and performance.
• It tin can help brand connections to your system'due south purpose and mission. It's easy for the day-to-twenty-four hour period duties to feel disconnected from the visitor's purpose and mission. One-on-1 meetings are a great place to aid draw connections between the twenty-four hour period-to-twenty-four hours work and its contributions.

  If you're a manager, ask your employees how their work connects to the visitor goals. If you're an employee, probe your manager on how your team's work contributes to the arrangement's purpose. Together, you can foster meaningful dialogue and draw important connections.

3 ways to prepare for your i-on-1 meetings

It's simpler than you recollect. When information technology comes to preparing for these weekly meetings, consider three factors to assistance ensure you and your employees are ready for success.

Have the right mindset

Don't overthink the meeting, as it'due south meant to be a word. As a manager, your role is to passenger vehicle and support while ensuring your employees remain the focus of the conversation. The conversation should exist flexible plenty to suit topics that are top of mind for both sides.

It can be useful to take a shared collaborative infinite to continue track of upcoming topics to discuss. This will help both managers and their straight reports amend set up for a more constructive conversation. It'southward also helpful to build in open-ended questions to foster discussion.

To assistance keep information technology informal, you could go along a walking meeting, have a coffee, or see for breakfast — simply call up to take your discussion points with you. This might be helpful when discussing topics similar constructive feedback or professional goals.

Ready a recurring schedule

For 1-on-1s to be effective, they need to happen regularly. For some managers, this means weekly meetings. Simply bi-weekly meetings are also a proficient selection.

Once you've agreed to a cadence, schedule your one-on-ones. Brand certain to add a recurring coming together to the calendar. This is a subtle but clear way for managers to bear witness that they are invested. It helps to show the delivery to consistently make time for the individual.

Things come up and schedules change. But instead of canceling or trying to cover off in Slack, do your all-time to reschedule. Canceling tin can transport the message that the meeting isn't important, when in fact, it's the cornerstone of your human relationship with your direct report.

Go on it flexible

1-on-1 agendas should be collaborative. Managers should encourage straight reports to share what they would like to discuss. Common topics can include current goals, feedback, recognition, career aspirations, and more. Information technology tin can exist valuable to provide the tools to make information technology easy to have regular and valuable meetings week after week.

4 easy ways to improve how you run your ane-on-i meetings

What is said in the 1-on-1 should stay between the manager and their directly written report. The managing director should focus on asking questions and listening to understand the feedback. They may desire to prepare some questions, but in general, stay open up to whichever direction the conversation goes in.

As well, keep in mind that if the employee is working remotely, virtual Zoom 1:1s get even more important. The topics you lot discuss might demand to include how the employee feels near working from a distance.

As a manager, you should ask almost whatever needed additional support in this work environment. Later on, nosotros'll provide an calendar template to assistance guide you lot.

one. Heed actively

Listening is an important skill for managers to develop, even more so for effective 1-on-1s. Listen carefully to what is existence shared and the feedback received. Recollect, y'all're non just listening to exist polite, just rather to support your direct report in the all-time mode possible.

As managers, show recognition and respect for the other person's context and opinion. Past doing then, managers are more than probable to build a stronger relationship with their team.

2. Go personal

Sometimes it'due south helpful to share some personal anecdotes or experiences in the context of the ane-on-1. It'due south natural to want to unblock a project for your straight written report by providing the solution.

By sharing your personal experience, you provide guidance and support to aid the individual more sustainably. By getting personal, you besides encourage directly reports to open up upward and share any problems they aren't certain how to tackle.

3. Exist open-minded

Managers need to set the example in i-on-1s by showing they are open to upwards feedback on their performance and evolution. You might consider running a leadership review after a few months of running one-on-1s to gather feedback from team members.

Answers from a leadership review can and then be incorporated into a formal performance review procedure. Information technology is important to a manager's success (and that of the company) to know what their squad thinks of them and their management style. Once you have a clear sense of what's working and not working with the team you can ascertain the side by side steps to keep iterating and improving your process.

4. Exist prepared

i-on-1s can be about almost annihilation. If you're non sure what to comprehend, there are tools available that can integrate into your wider performance management processes.

Past setting a meeting agenda in advance, you tin can allow your employees to provide input. Brand sure to review the agenda (and input from your employees) ahead of time to best fix.

If you're an individual contributor, give your director enough notice on topics yous'd like to discuss. They will exist better prepared to aid answer any questions for you lot if you lot're giving them a heads up.

half-dozen topics to talk nigh in your 1-on-1s

To make certain you lot're never brusk of topics to comprehend nosotros've gathered some of the well-nigh common ane-on-1 questions and chat starters below.

Work habits and employee performance

• Which time of day do you feel most productive?
• What changes could exist made then you can optimize your day?
• What are your biggest fourth dimension wasters right now?
• Are you lot encountering any roadblocks and if then, what are they?

Team collaboration

• Who inspires you in the team? Why?
• Would yous like to receive more than feedback from other team members?
• Exercise you feel comfy giving feedback to others?
• Practice you have any suggestions for improvement in the way we work together?

Levels of employee engagement

• What in detail do yous savour about working hither?
• What do yous to the lowest degree prefer doing and why?
• What keeps yous engaged and inspired at work?
• Practice you lot have any concerns when it comes to your role or career opportunities?

Short and long-term performance goals

• How are you progressing on your goals? Practice you demand any help?
• Are yous facing whatsoever bottlenecks? What might assistance remove them?
• How accept yous adamant your longer-term goals?
• Which part of your chore do you experience is the most relevant to your long-term goals?

Professional development goals and plan

• How practice yous like to acquire?
• What are some skills you would like to develop?
• What are some experiences yous would like to proceeds?
• What practice you enjoy almost and least about your job?
• What projects have you enjoyed working on recently, and why?
• Would you lot benefit from coaching?

Director improvement

• How tin can I better back up you in your job?
• Do y'all observe my communication clear and easy to understand, or is there something I can do to improve?
• Practise I conspicuously communicate our company'due south vision and mission to you lot?
• Are our team vision and goals clear to you?
• Exercise you feel empowered in your role?
• Practise you experience supported in your career development?

Make sure to wrap up the talking points and if relevant, ready an activeness program to be carried out by the next meeting. Managers and direct reports should take meeting notes so they tin can keep runway of topics. This is helpful when adding boosted context on topics discussed for a future review.

Where possible try non to delete topics once they've been discussed. That way when you encounter similar challenges in the future you tin look dorsum on by notes and starting time from at that place.

One-on-one meeting agenda template

Starting from square one tin can feel daunting. But luckily, there are agenda templates (and meeting templates) to help you. We've put together fundamental topics to cistron into your agenda template.

Consider these prompt questions underneath each topic to help frame your conversation. You might consider having your employee fill up this out before your 1:one so that you tin anticipate areas of focus.

Download this one-on-one meeting calendar to start using with your squad. Of course, brand the agenda your own with edits and changes. You might observe you focus on different topics week-to-week.

1. Well-being cheque-in

• How are you feeling at work this week?
• Is there annihilation at work impacting your well-being and/or happiness?
• What'south on your heed this week?

2. Progress on priorities

• What'south happened since we last connected?
• What are your highest priorities this week?
• What priorities accept y'all put on the backburner?

3. Upcoming goals

• What are your peak goals this week?
• How is your career progressing towards meeting your goals?
• Is there annihilation I can practice to help back up you in these goals?

4. Challenges

• What clarity tin I provide?
• What blockers take you meet?
• Is in that location anything in your work at risk right at present that I should know about?

five. Gratitude

• What went well this past week?
• Who supported you lot?
• What are y'all thankful for?

six. Visitor pulse check

• How confident exercise you feel with where the company is going?
• How aligned do you experience with where the company is going?
• How well exercise you understand how your work connects to larger company goals?

Start meeting with purpose

One-on-one meetings are a great tool for enabling conversations between managers and their teams. As you lot evolve your one-on-i meetings, go on in heed these takeaways:

• Regular 1-on-1s can happen between managers, coaches, mentors, and peers. Nurturing impactful relationships tin can accept time. Whether information technology's a manager, coach, mentor, or one of their peers, information technology's important for participants to regularly collaborate.

  Make sure to gear up for 1:1s from a dedicated shared space to help meliorate communication and collaboration with the people they work with most. Consider what relationships might benefit from regular one-on-one meetings.

• These meetings lead to college performing and more than engaged teams. Empower managers to cheque in on their employees' productivity, morale, and wellness. In one case managers learn to deport them properly, their team members will feel more engaged and valued as a effect. In the finish, this builds more engaged and high-performing teams.
• Dedicated ane-on-one meetings help managers and employees abound in their careers. Whether it's improving a managing director's coaching skills or furthering an employee's development, i-on-one meetings are a useful tool. Employ this space to foster growth and development. The more learning opportunities for your employees, the more likely they'll stay with your organization.

Start coming together with purpose — and create meetings that affair.

Published January 11, 2022

Madeline Miles

Madeline is a writer, communicator, and storyteller who is passionate about using words to help drive positive change. She holds a bachelor'due south in English Artistic Writing and Communication Studies and lives in Denver, Colorado. In her spare time, she's usually somewhere outside (preferably in the mountains) — and enjoys poetry and fiction.

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