## One-on-One meetings

> Getting the best out of my team is one of my responsibilities. The goal is to make us better and this will be a joint effort.


### What is the purpose of One-on-One meetings?

> Retrospection, and most important, for thinking about the future.

- Find out about the employee’s **current level of morale**, stress, etc.
- Track the **status of Performance and Development** goals
- Learn if there are **obstacles** to goal achievement that need to be removed
- **Discuss** specific issues - either the employee’s, the supervisor’s, or both
- Provide value-added **feedback**
- Provide **coaching**
- Share **formal and informal information** about the unit and organization

### Why are One-on-One meetings important?

The **supervisor-employee relationship** is the fundamental unit within the organization structure. All teams, divisions and departments are built on those relationships.

> One-on-one meetings are a forum for communication from supervisor to employee, as well as from employee to supervisor.

When employees are **informed** the feeling of involvement increases, along with the sense of **ownership** that results in job satisfaction and productivity. The employee's role is to take responsibility for what they need from you as their supervisor.

> Manager responsibility is to provide support and add value that helps the employee perform well.

### How often should One-on-One meetings be held?

One-on-one meetings can be scheduled every **month**. This allows for frequent, individualized communication. If a meeting needs to be cancelled due to an overriding commitment by either the supervisor or the employee, no more than about a week or two should go by between meetings.

### What is the best length for One-on-One meetings?

Most meetings should typically last about **30-60 minutes**. Longer or more frequent meetings can be scheduled as needed.

> A good rule of thumb can be 10 minutes for their messages, 10 minutes for your messages, and 10 minutes for sharing information.

### How should the employee prepare for One-on-One meetings?

You should send the employee questions or an outline in advance for the areas you would like to cover during the meeting. Better yet, consider having the employee use the **“One-on-One Meeting Template”** to prepare the specific content/agenda for each meeting. Have them bring two copies to the meeting – one for each of you to review and follow.

> This is an effective way to develop your employees by **having them drive the meetings** by bringing the specific issues, challenges, opportunities, and ideas they want to discuss.

You can always add your own topics for each meeting as the need arises. You could use your copy to record notes, observations, next steps, etc. Both you and your employee should save copies of these meeting agendas to refer back to when necessary or helpful.

### Learn what you need to **stay informed** and **offer help** where needed.

##### Significant Action Items or Projects

If necessary, take time to drill down to discuss specifics. This includes any important information that you should know in order to be considered informed, including issues or changes that will, or may, impact completion.

> You should reinforce the rule “no surprises”.

This is another opportunity to offer help and support, resources, etc. If more time is needed, schedule another meeting.

##### Value-Added Feedback

Provide positive and/or negative feedback as needed to reinforce expectations.

> Use this time to help employees be aware of what they are good at and how their strengths can be leveraged to the benefit of the team and organization.

If they need to make adjustments or changes to their behavior, they should know what they are and why they need to change so that they can take the steps necessary to be more successful.

##### Coaching Support

The meeting should also be used to facilitate the employee’s learning.

> You should coach the employee to help develop any skills they, or you, have identified that would contribute to their success and/or job satisfaction.

This is also a good opportunity to discuss or help them resolve other work-related problems, or identify any personal issues that may currently, or potentially, impact their job performance. The overall objective is to reinforce how you can **help** them, in words and in actions. For some coaching needs you may want to schedule a separate meeting.

##### Other Business

> You and the employee should both share Unit, Departmental or Organizational information or updates.

This information could include what’s been heard informally through the “grapevine” and what’s been communicated through formal channels like management meetings. Examples are **rumors** about upcoming changes and factual news about new policies, etc. Effective supervisors keep all lines of communication open – both the informal and formal.

### Some questions in one-on-ones

During the meeting, since it’s the employee’s meeting, the **manager should do 10% of the talking and 90% of the listening**. Note that this is the opposite of most one-on-ones.

#### About Organization
- If we could improve in any way, how would we do it?
- What’s the No. 1 problem with our organization? Why?
- What’s not fun about working here?
- Who is really kicking ass in the organization? Who do you admire?
- If you were me, what changes would you make?
- What’s the biggest opportunity that we’re missing out on?
- What are we not doing that we should be doing?
- Are you happy working here?

#### About his/her work
- Tell me about your week/month – what’s it been like?
- Tell me about what you’ve been working on.
- Where do you think I can be most helpful?
- Are you on track to meet the deadline?
- What areas are ahead of schedule?
- What questions do you have about this area of responsibility, or project?
- What have you learned about this area of responsibility, or project?
- What didn’t go as you had hoped? Why?
- What don’t you like about the project/product?
- What can you/we do differently next time?
- What suggestions do you have?