*Try to start the meeting with praise or positivity messaging before moving to more challenging areas. *Always start the meeting with a two- or three-minute chat asking how the employee is doing. Also, use your notes to capture personal details about life outside the company, recording things like pets, family, where they live, a college they love, a favorite sport and meaningful things like that." "Later on, refer back to these metrics to compare and contrast improvements in subsequent one-on-ones to see if improvements are being made. "You want to capture snips of metrics or stats to paste in OneNote," she added. *Use OneNote (Microsoft's note-taking software tool) or a similar notes tool to document what is discussed or what needs to be captured during the meeting. "This allows for good preparation ahead of time," Stevenson said. *Schedule no more than 15 meetings per week. Here's how she laid out her meeting blueprint: To run her one-on-one meetings efficiently, Stevenson created a meeting "set list" for herself and her team members (she managed 31 people and met them one-on-one twice a month). "In the fast-paced workplace at TurboTax, relationships must be quickly built and steadily maintained over the course of a number of stress-filled weeks, which was no small task." ![]() "State how often you'll meet and when," Stevenson noted. Stevenson, who regularly held one-on-one meetings as a remote manager at TurboTax, strongly urges each side to prepare prior to meetups.Ī manager should set expectations up front. For Kristine Stevenson, a financial coach at Advocate Financial Coaching, an advisory firm in Austin, Texas, the hard work comes before a one-on-one employee meeting. ![]() Green means they feel great and positive and are showing up in a good place." Yellow means they are doing OK-not feeling their best, but also not their worst. "Red means there's something seriously wrong, like a pressing issue or fire. "If one of my employees isn't quite sure where to start, I ask them to pick a color to reflect on how they're showing up today," he said. If employees are reluctant to take the reins, Weber has a suggestion. "Maybe they just want to talk to you for 10 minutes about a show they're watching. It's their time, so you should set up your meetings to reflect that." "Maybe they've come in with an entire agenda that they want to cover with bullet points, questions and key objectives," Weber said. Give staffers the power to get their points across early. To reach that engagement level, management experts advise embracing these one-on-one strategies: It's essential to use this time to build a solid relationship with each of your employees, where you feel you can give constructive feedback that will be well-received." To that end, these meetings should have a balance of tasks, goals, rapport and feedback. ![]() "They're meant to create a strong foundation for relationships with employees. "One-on-ones aren't just for talking about goals or banging out a task list together," said Adam Weber, chief people officer at Emplify, an employee engagement advisory firm in Fishers, Ind. *Turnover at software giant Adobe dropped 30 percent after the company switched from annual performance reviews to more frequent one-on-one meetups. ![]() *86 percent of "highly engaged" companies hold one-on-one meetings regularly, compared to 50 percent of "disengaged" firms. *Staffers who meet regularly with managers on a one-on-one basis are three times more likely to be engaged on the job than employees who don't have those meetups. Managers may have differing views about engaging and bonding with team members, but one area where interpersonal skills are in high demand is one-on-one employee meetings.Īccording to data from Quantum Workplace and Gallup:
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