Top Tips to Improve 1:1 Meetings
A recurring theme with my clients, both leaders and team members, is how to make 1:1 meetings more productive and meaningful for both parties.
Typical feedback on 1:1’s from managers is
we often get stuck in work issues and rarely get to discuss feedback, development and career progression
a 1:1 can often feel like a list of problems for me to solve
Feedback from team members includes
often not the most productive way to spend my time
I am not very clear what the meetings are for and I often feel as if I am being asked to account for myself and my work
If the above experiences resonate with you, read on for how to address some of these issues
Tip 1: Contracting and Agreeing Expectations
The first step to effective 1:1 meetings is for both parties to agree the purpose of the meetings, how the meetings should work ( outline agenda), how long and how frequently they are held. While 1:1 meetings are highly recommended for effective leadership how they run will vary significantly from person to person based on seniority, experience in role, individual style and needs.
Good practice would recommend half the time should be on the ‘IT’ – tasks, priorities and escalations with the other half being on the ‘You’ – checking in; relationships; learning; development; progression
Tip 2: Bringing your best to the meeting – Solutions & Active Listening
While the 1:1 meeting is an opportunity to escalate issues, ask for advice on how to address certain topics and feedback on progress, for team members, try to bring a solutions and an open, collaborative mind to use the 1:1 time to challenge the potential solution or brainstorm for an alternative.
For Leaders the key skill to bring here is active listening. By listening well you will support your team member to bring and develop solutions for the issues which in turn will support their confidence, experience and self-esteem.
Tip 3: Offering and Receiving Feedback
My perspective on feedback changed when I heard a story about an elite athlete who after every match was eager for feedback from their coach so that they could improve their game. This seems obvious for an elite athlete maybe but putting that lens on my leadership skills changed the game for me. Previously I had seen feedback as chore which I didn’t like either giving or receiving. Following this story I saw that as a developing leader ( we are always developing), feedback was critical for my success and I started to regularly ask for feedback. Once I started asking intentionally for feedback then discussions on behaviours and development flowed much more naturally in my 1:1 meetings and it became much more normal and effortless to both receive and give impactful feedback..
The 1:1 meeting is a good time to discuss feedback as it’s a private, confidential, focussed time you have together. As mentioned above feedback is best is its two way , thought through with specific examples. Feedback is best when it is part of an ongoing conversation about an issue, a relationship, a project rather than ‘well I need to give you some feedback’. Always include specific details in your feedback – context, what went well and what can be improved.
Finally always remember that feedback is yours to do what you want with it. You can accept it and decide to make immediate change to address it. You can accept it and take your time to consider how best to implement it. You can hear it and decide not to accept it and do nothing about it.