10 best practices to upgrade your 1 to 1s

1 to 1s are extremely important between leaders and direct reports as they provide a valuable platform for regular and meaningful interactions to take place.

The truth is, not a lot of organisations do them regularly and consistently.

10 best practices

• Weekly for a minimum of 45 minutes - I have interviewed people previously and their leader is like a relative they see a few times a quarter. Regular touch points are so important to maintain momentum, provide feedback and we’re heading in the right direction.

• Consistent schedule - avoid moving 1 to 1s at all costs. Unless you’re out of the office, keep the 1 to 1 at the same time every week.

• Focus - when you’re in the 1 to 1, focus on the individual and the individual only. Mute slack and email and just be present. You’ll have a much more engaging 1 to 1 and the direct report will feel heard and valued.

• Agenda - it’s their 1 to 1, not yours. Let them build the agenda and run the 1 to 1 meeting. You’re there to help them be successful by asking questions, settings expectations, providing feedback and praising their good work. People, Projects and Processes can be a good structure.

  • People - what topics do they have around people, customers or their team? What are they working on and where do they need help?

  • Projects - what projects are they working on? What’s going well? What’s not going so well? Where do they need help?

  • Processes - what’s slowing them down or impacting their flow? Are they stressed? Are they struggling with confidence?

• Relationships - you’re not going to get a better opportunity to develop a meaningful relationship with your team member. Grab that opportunity to learn more about them. What drives them? What motivates them? What do they like about their work?

• Tactical vs development - tactical is their core day to day responsibilities and objectives. Your primary focus should be on the tactical, you need to ensure they’re being successful in their current role. If they’re knocking it out of the park then you can begin focusing on development. Development is working on stretch projects, soft skills, interview prep or reviewing career opportunities.

• 20% rule - your direct report should do the majority of the talking. It’s there 1 to 1 and you’re there to help them grow and develop. You’re not there to talk. Try the ratio of 20% talking and 80% listening.

• Friction - this is the blockers, other people not playing by the rules, difficult customers, broken processes etc. Identify pain points and help the individual understand why (if there is a good reason) it exists or if there isn’t, lean in and escalate to the appropriate team to get eyes on it. Your role as a leader is to identify friction and sweep it away to drive up your team’s experience.

• Silence - this is tough. Appreciate the silence when you ask a question. Sit there and let them think. Avoid jumping in with suggestions.

• Coaching - focus on being the “Coach” and asking great questions. Rather than being the “Advisor”. Coaching will help them think critically, elevate their awareness and solve their own challenges.

  • What do you think is slowing you down here?

  • What could be your next steps to get this over the line

    • The best way to describe coaching I find is with this old proverb:

I hope some of these ideas help you and support your next 1 to 1 meeting. Respond to this email and let me know of any others you find beneficial?

All the best

David

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Resources Of The Week

• Daily Management Tip - Harvard Business Review has a distribution list that sends out a great Management Tip every day Monday through to Friday. Highly recommend you sign up here.

• YouTube - Kim Scott - Radical Candor. A consolidated version of Kim Scott’s great book Radical Candor. Radical Candor is about providing guidance, which involves a mix of praise as well as criticism – delivered to produce better results and help your employees develop their skills and increase success.

• YouTube - Becoming a Leader by Les Brown. Les Brown talks about what Leaders do when faced with adversity, and how they build people up and lead courageously.

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