One-on-One Meetings: 3 Ways to Stop Screwing Them Up With Your EmployeesOne-on-One Meetings: 3 Ways to Stop Screwing Them Up With Your Employees https://i2.wp.com/jasonlauritsen.com/wp-content/uploads/2019/08/blog_image_one-on-one-meetings.jpg?fit=1080%2C720&ssl=1 1080 720 Jason Lauritsen https://i2.wp.com/jasonlauritsen.com/wp-content/uploads/2019/08/blog_image_one-on-one-meetings.jpg?fit=1080%2C720&ssl=1
Managers: How important are one-on-one meetings with your employees?
This question comes up somewhat regularly because these meetings are time-consuming, and most managers are so overwhelmed with work that they are hunting for any excuse to cut something from the calendar. And I was asked this question again recently.
Are these meetings really necessary?
To answer this question, we need to remember that employees experience work as a relationship. If we aspire to fully engage our employees to their best performance, we need to help them feel like they are in a great relationship with work. That starts with the manager.
To foster a healthy relationship with your employees, how important is a one-on-one meeting?
It’s the same as asking how important it is to make time to hang out with your friends or to have date nights with your spouse. If you care about the relationship, then it’s important. Really important.
If you don’t care about maintaining the relationship, by all means, skip it. I’m sure you have plenty else to do.
But be very clear: The manager-employee relationship will suffer.
Invest Your Time in Employee Relationship Building With One-On-One Meetings
Perhaps the most vital ingredient to relationship building is time. We cannot foster or sustain a healthy relationship with anyone in our lives without the investment of time. That’s where it starts.
One-on-one meetings with employees are vitally important in helping them feel that sense of relationship with work. There is no path to having a fully engaged team that doesn’t involve investing one-on-one time with your people.
In a 2016 Harvard Business Review article titled “What Great Managers Do Daily,” the authors from the Microsoft Workforce Analytics group shared some insights based on analysis of their data about the importance of these meetings.
“In the companies we analyzed, the average manager spent 30 minutes every 3 weeks with each of their employees. Perhaps unsurprisingly, employees who got little to no one-on-one time with their manager were more likely to be disengaged. On the flip side, those who get twice the number of one-on-ones with their manager relative to their peers are 67% less likely to be disengaged. We also tested the hypotheses that there would be a point at which engagement goes down if a manager spends too much time with employees, but did not find such a tipping point in these datasets.
“And what happens when a manager doesn’t meet with employees one-on-one at all or neglects to provide on-the-job training? Employees in this situation are four times as likely to be disengaged as individual contributors as a whole, and are two times as likely to view leadership more unfavorably compared to those who meet with their managers regularly.”
Now that that’s settled, let’s talk about how to have one-on-one meetings that don’t defeat the purpose. Making time is just the first step. Below are some simple tips to help you ensure that you get the most out of the time you invest.
3 Tips for Better One-on-One Meetings With Employees
1. Get out of your office.
Making an employee come to your office might be easiest for you, but it’s rife with problems. Most importantly, your office is ground zero for distraction. Between your laptop, phone, and door, you almost don’t stand a chance to create a distraction-free space for a good conversation. And if that isn’t bad enough, the employee may not feel comfortable in your office. It’s your office after all—giving you a home-field advantage. Find a neutral spot to meet. Go for coffee. Have lunch. Go for a walk. If the employee has an office use that. Just get out of your office to find a place where the employee is more comfortable and there are fewer distractions.
2. Make it a conversation.
A conversation requires two parties who are both actively interested and participating in the exchange. Come to the meeting with questions. These questions don’t have to only be about work. Asking some questions to get to know your people better is important. A question like “What do you do for fun when you aren’t working?” can open up a really interesting conversation.
You must also come prepared to listen. In any one-on-one meeting, if you talk more than you listened as a manager, you missed the mark. This one is easier said than done. Take it from someone who struggles with this issue regularly. Focus on active listening, taking notes to really hear and understand what your employee is trying to communicate to you.
3. Let the employee lead.
If we remind ourselves that the purpose of the one-on-one meeting is to foster a healthy relationship with the employee, it makes sense that we’d give the employee primary control over what is discussed. The temptation will be to simply turn over the agenda to the employee. This will only work if you participate in shaping that agenda by sending them ideas or suggestions for things that the two of you may want to discuss.
Regardless of who creates the agenda, one practice I have found to be incredibly effective is to open the meeting by asking the employee, “What’s the most important thing we need to discuss today?” This question focuses your conversation right away and doesn’t put any restriction on the topic. If the employee is struggling with a personal issue that’s getting in the way of work and wants to talk that through, that’s a great use of your time.
It is also valuable to have regular check-ins about how the meeting itself is working and how it could be better. Discuss each of your goals for the meeting and what improvements you can make to ensure the meetings feel valuable.
The Bottom Line on One-on-One Meetings With Employees
If you aren’t having one-on-one meetings with your employees at least monthly, you aren’t doing the work to create an engaged team. It’s that simple. When you invest time in your people, their engagement and performance will improve.
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