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Example: Bulking all my 1:1s in the same day

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Example: Bulking all my 1:1s in the same day

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Brief description on the topic and why it's useful.

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Make the Most of Your One-on-One Meetings

By: Steven G. Rogelberg

Few organizations provide strong guidance or training for managers on meeting individually with their employees, but the author's research shows that managers who don't hold these meetings frequently...

Length: 7 page(s)

Publication Date: Nov 1, 2022

Discipline: General Management

Product #: R2206L-PDF-ENG

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Few organizations provide strong guidance or training for managers on meeting individually with their employees, but the author's research shows that managers who don't hold these meetings frequently enough or who manage them poorly risk leaving their team members disconnected, both functionally and emotionally. When the meetings are done well, they can make a team's day-to-day activities more efficient and better, build trust and psychological safety, and improve employees' experience, motivation, and engagement at work. The author has found that although there's no one-size-fits-all approach to one-on-ones, they are most successful when the meeting is dominated by topics of importance to the direct report rather than issues that are top of mind for the manager. Managers should focus on making sure the meetings take place, creating space for genuine conversation, asking good questions, offering support, and helping team members get what they need to thrive in both their short-term performance and their long-term growth.

Details

Discipline:

General Management

Subjects:

Interpersonal skills Leading teams Listening skills Management communication Managing people Managing yourself Meeting management

Source:

Harvard Business Review Digital Article

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Make the Most of Your One-on-One Meetings

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Few organizations provide strong guidance or training for managers on meeting individually with their employees, but the author's research shows that managers who don't hold these meetings frequently enough or who manage them poorly risk leaving their team members disconnected, both functionally and emotionally.

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ML: Separating Feedback from Working Sessions 

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ML: Separating Feedback from Working Sessions 

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Setting one '30 1:1 Weekly as working session and setting another 1:1 Monthly for feedback (intentionally separating these in two meetings with different objectives) was a game changer

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Having one deck/slides that describes as a team, defines our values and the expectations for each team member creates ownership and accountability

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"The team should continue the work despite your absence - your job is to facilitate team interactions, not play host every time."

To me that was an interesting take on team meetings and will definitely try it out!

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Transform your inbox: Email productivity tips

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Transform your inbox: Email productivity tips

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"Cut down on notifications: Don’t bother your brain with notifications for every single new email — check email proactively, instead."

I will 100% try this to see if it improves my productivity & focus

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Expectation Setting

I think this is a very interesting side of the 1:1 to talk about with the individual team members and maybe restructure some of the tasks/responsibilities within the team to align with those expectations

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"Situation: Describe the situation. Be specific about when and where it occurred."

I have not yet considered listing specific situations / writing them down to discuss maybe in the 1:1 instead of adressing them when they occur

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Some actions that I recently found that work very well related to team meetings are:

- all sessions must have a pre-defined agenda. If not, it is very likely senior leadership won't join.

- the attending group should receive the pre-read content at least 24 hours in advance

- if it's a follow-up session, the notes and action items agreed on the previous one must be sent along with the pre-read to remind the group what was discussed.

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Hey team!

Regarding time management, something I believe is key is communication within our team. We can leverage on collaborative tools such as Slack or Monday to let know our team and peers know that we need some focus time or time off to tackle our tasks. This is as important as let them know when is a good time to chat or discuss any matter, so sharing your calendar with them could also work.

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Identify with a reg flag mails with important info or very critical for a future due date so it's easier and quickly to find.

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Identify with a reg flag mails with important info or very critical for a future due date so it's easier and quickly to find.

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Create filters/mailrules to automatically move mails to folders. IE Solution board mails go into solution board folder which I only check on weekly basis as no immediate actions for me. This to reduce clutter in actual received.

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For me the principles are quite important. I have already implemented a daily that covers: Clarify the purpose, have an agenda, keep record, timing, Contribution, continuity plan. I do think it would be good to still add always improve to be added in 1:1

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It is good to have the insight of real defined type of 1:1 while I was doing this mixed during the 1:1 I think it would help to define this somewhat more to ensure that over an month I would cover all 8 of the different types to ensure my direct reports are supported the best way possible.

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At the beginning of the meeting, if they have not shared it with me yet I ask what the person would like to discuss in the meeting and we structure the conversation putting together the points that I also have to discuss, organizing the 121 by priority. In this way if you don't have time to cover it all you went thru the most important part and you can pick up what's left offline if necessary

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Daily stand ups are owned and mediated every week by one different team member. The idea is to move in that direction also for the weekly meeting.

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Unless it's a specific feedback session focused on the person (OPR), I always reserve some time for the team member to give feedback on their end as well

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One thing that really helped is setting reminders of tasks I have to complete directly in my calendar, rather than in a separate to-do list.

I usually dedicate 30 min on Wed to book and block the slots for W+1 (personal brainstorming time, project time, etc). During this routine I was set meetings named after the topic I want to close.

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I hadn't thought about blocking out my own peak hours as suggested by the kit, but I would recommend to all to specifically block out your calendar for tasks or deliverables. I spend the first 30 minutes of Monday morning planning out my week and blocking time out for tasks or brainstorming.

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I am learning to put a little structure and focus in my meetings, being cognizant of ensuring attendees have a full agenda before the meeting. Turns out, meetings flow easily and contributions even better.

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I tried out cleaning out my email as we start the new year, decluttering my work folders, turning off notifications and already seeing the benefits. Just need to rearrange my emails and follow the mark-up rule.