6 Ways to Win on Your 1:1s

Earlier this week, we wrote about the importance of 1:1 check-ins between managers and their direct reports. Given Gallup’s recently released report on employee engagement (which showed that the the already low number of “engaged” employees in the U.S. workforce dropped to just 32% last year), prioritizing this vital facetime is a non-negotiable. The TL;DR version of that article? When done well, check-ins:

• Increase trust between employee and employer

• Allow for both managers and contributors to develop

• Provide accountability and clarity of expectations

• Ensure a space for manager and direct report to engage authentically as people

We already offered tips about prepping for this vital time, so let’s dive in to what you need to do during the 1:1 to ensure your check-ins are authentically meeting the markers above.

1) Get in the right headspace

Whether your check-ins are in person or virtual, it can be too easy to succumb to any of the million other priorities clamoring for your time. Thing is, your direct report sees you discretely glancing up at your open tabs, or down at your phone, and if you’re not “in it” with that person, you’re both missing out on this chance to build your relationship.

Dr. Maria Nemeth, Director of the Academy for Coaching Excellence, suggests using the “Green Lens” when you approach your check-ins. The Green Lens pushes us to come to people with a presence that makes them feel empowered. To get in your Green Lens space, repeat one of the items below to yourself before you start your check-in. Notice (really notice) how this changes how you show up to your 1:1s.

2) Give and get feedback

Do not skip this step. We’ll talk about the importance of getting feedback every chance we get. Not only is this an enormous driver of employee engagement, it’s also incredibly important from a DEIB lens. It’s usually helpful to have prepared this in advance for your direct report - both “keep doing” (that was great!) feedback, as well as “try next time” (that was not as great) feedback, which includes a clear what and an impact statement. (“When you X, it led to Y.”)

Ensure you’re getting feedback, too, by asking probing questions that go beyond, “What feedback do you have for me?” Think about what happened last week and ask for specific feedback about projects or meetings, or try less open-ended questions. (“What’s something I did that helped you last week? What was one missed opportunity where I didn’t provide the just right support?”)

3) Lean in to (probing) coaching questions

This is your number one coaching tool. Really. If you don’t ask questions about the work your employee is doing, you’re assuming, and we know what that does. But it’s not enough to just say, “So, how’s that presentation going?” Rather, you need to open up what’s underneath so that you can troubleshoot problems (or even combat them before they become an issue). Some of our favorite probing questions include:

• What makes you think/feel/say that?

• What do your stakeholders think? How have you engaged them?

• What could go wrong?

• Are there any inclusion or equity issues at play here?

• What are some options you can think of?

• How will you measure success?

4) Respect the clock

Your hour-long coaching meeting will fly by. After all, you’re making sure to engage as people, spending time getting and giving feedback, and discussing priorities. That’s why you need to keep an eye on the clock and keep the meeting moving where it needs to go. Not everything on the agenda needs airtime, so consider what can be an email conversation or a quick read, versus what you really need to dive into. Some direct reports will be able to do this on their own - moving efficiently through must-cover items - but many will need your support to model this skill.

5) Ensure fluidity of topics

While all 1:1s will share some vital components, the time of year and what’s going on in your organization may dictate some of what happens in your check-in. At regular intervals, it’s important to wrap in topics that go beyond the day-to-day, including: the employee’s short- and long-term career goals, their work and how it ties in to company objectives, what’s happening in the organization (and how connected they feel to that), and, of course, more formal performance reviews. A best practice is to map out “big picture” 1:1s like this at the beginning of the year to ensure these important topics aren’t missed.

6) Stamp next steps

The last thing you want is to leave a 1:1 feeling like you and your direct report were super aligned on what happens now, only to find that your expectations weren’t clear. Avoid this by ensuring you end the meeting reviewing both your and your direct report’s next steps. Bonus points if you email them (or your employee does) after the meeting as an additional accountability tool.

Need more?

Our practice and research-based trainings are perfect for any manager looking to more efficiently utilize this development tool. Guaranteed to take your 1:1s to the next level - find out more by clicking below!