by Urs Koenig, Phd, MBA, Principal, Redpoint Succession and Leadership Coaching
During his tenure as CIO of Swissair (the former Swiss Airline) my dad applied for the top job at the Swiss Disaster Relief Agency. During the interview, he was asked to define leadership. He responded with a one liner (and was expected to present a thesis and as a result didn’t get the job…): “Being a leader means getting things done through your people.”
While I like his definition for its brevity, the question remains: how do you get stuff done through your people? You engage them, you inspire them, you listen to them, you set goals for them and you hold them accountable.
And what is one of the most effective and efficient ways to engage, inspire, listen, set goals and hold your people accountable?
You guessed it: Conducting regular and meaningful one-on-one meetings with your direct reports.
As with so many of the things we coach our clients on, conducting regular, productive and meaningful one-on-ones is a very simple concept but not always easy to pull off.
Why have yet another meeting and what if I don’t have time?
If you are like 90 % of the managers out there, most of your interactions with your people occur in an ad hoc manner — during team meetings (even if many of the people present don’t need to be part of the conversation), in hurried emails and voicemails, in passing in the hallway, or when a big problem desperately needs attention.
While all of these often interrupted, incomplete and hurried interactions are one-on-ones, they are seldom the most effective ones. Often there is no logic to the timing of these conversations. In fact, they are usually random, incomplete, and often too late to head off a problem or solve it before it grows large.
Regular one-on-one meetings will get you ahead of this curve. Not only will your people prepare for the time they have your undivided attention, they will discuss issues they won’t bring up in a group meeting or in impromptu discussions: their dissatisfaction with part of their current role, interpersonal challenges or other problems that could keep them from succeeding at work.
If your direct report is falling short, the one-on-one setting enables you to communicate in no uncertain terms what changes you need to see happening. Following the principal of praising in public and criticizing in private, you can be firmer and sterner during a one-on-one than during a team meeting. Think of the perfect one-on-one meeting as hybrid of an information gathering, planning, coaching and accountability meeting.
Like any meaningful meeting, not having it will cost you an expensive multiple of the time you would have spent in the meeting. Having it will save you time and headaches in the long run. There is one more important, not often talked about benefit to regular, meaningful on-on-ones. By sitting down with your direct reports and demonstrating true interest and concern not only for their productivity but also for their input, opinions and development, you build a more committed and engaged team which leads to all sorts of well documented soft benefits (e.g. increased job satisfaction) and hard benefits (e.g. lower turn-over, lower recruiting and training costs).
But how do I best do them?
Schedule 30 minute one-on-one meetings with each of your direct reports at least every other week, better every week. Make it a regular, re-occurring meeting. Don’t use travel as an excuse not to have it; conduct a phone meeting instead.
Keep a file for each of your direct reports where you gather all the none-time sensitive questions and issues you need to discuss with them. So rather than interrupting your folks constantly whenever you think of something, drop it in the file for discussion during the one-on-one. Take notes of issues raised in the one-on-one and agreed upon courses of action.
Here is my suggestion for a standing agenda for your one on one meeting:
1. Update on action items/commitments from last time
2. What is going well?
3. What are the obstacles and how can I (the manager) help?
4. Action items going forward
Once a quarter, I recommend you go ‘bigger’ and cover the following:
1. Where are we going (the organization)?
2. Where are you going?
3. What are you and your part of the biz doing well? What are you proud of?
4. What are your suggestions for improvements for the future (for the organization, for your part of the biz, for yourself)?
5. How can I help?
6. What suggestions for improvement do you have for me?
Have the one-on-one meeting primarily driven by your direct report. Make this a coaching conversation by asking lots of questions and listening well. Provide guidance if it’s needed but do not fall into the trap of filling the time with your own talk. If you are taking up more than 30 % of air time, you are talking too much.
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