1:1s for management or coaching-do you have a structure or method?

When having 1:1s with team members do you have a set structure?

Curious to know how companies are using this time.

It is especially helpful to understand what a manager expects.

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      Profile picture of Elizabeth Goodwin
      ( 360 POINTS )
      1 year, 5 months ago

      Coral, have you checked out 15 five? During a career stint, working as a recruiter, the Director used this for our 1:1’s. I feel like this system may already have some structure or at least make good recommendations toward it. Hope this helps! I have sent you a connection request on LinkedIn, too. I am always looking for awesome connections in the U.K. Best, Elizabeth

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      Profile picture of Bryan Osorio
      ( 540 POINTS )
      1 year, 5 months ago

      Hi, Coral!

      All 1:1 meetings should have a bilateral communication flow, so it’s important that you divide them in two sections, the first one where you explain your points and the second one is to let the person provide feedback, ask questions or elaborate what you just taught them.

      It is recommendable that both the manager and the employee have a common agenda or discussion points upfront, and the meeting should also end with a clear performance report and written action points.

      Other than that it’s all about communicating empathically and in a motivating way to make your employee become interested in the learning process.

      I will be happy to know if you find these insights valuable.

      All the best!

    • 0
      Profile picture of Veselina Panayotova
      ( 355 POINTS )
      1 year, 5 months ago

      I believe coaching method (in terms of coaching arrow) can be used with employees only when they have enough gained skills. Before that is training on the job by the manager. 1:1 meetings are a great motivation tool, which embrace motivation. I used it to predominantly listen to the employee. 1:1 helps reduce tension, increase motivation and help gaining more understanding on both sides.

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      Profile picture of Christina Mitine
      ( 2.8k POINTS )
      1 year, 5 months ago

      This is a great question, @coralsa! I personally appreciate the bilateral communication flow approach that @bryanosorio also mentioned. By giving time for both parties to share content and ask questions provides a more productive, comfortable environment during 1:1s.

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      Profile picture of LondonSimon
      ( 210 POINTS )
      1 year, 4 months ago

      It’s not clear to me from the post if you are conducting the 1-1 or attending it? Either way, yes you should have a structure, some standard framework questions and yes some specifics. I tend to send ‘points to cover in our 1-1’ email out in advance to give my reporting line time to prepare (managing upwards or downwards).

      There are some great books on coaching sales people – Michael Rosen – Coaching sales people into champions and Michael Bungay Stanier The coaching habit (which is great in its simplicity).

      1-1’s are a real key part of line management and are too often prepared for casually, create a mechanism for recording notes and refer back to them – it allows you to focus on short term and longer term aims (example career development/training needs). I use one note so I always have it.

      Hope that helps.

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      Profile picture of Samantha Hembree
      ( 8.3k POINTS )
      1 year, 3 months ago

      Hey @coralsa!

      Sam Jacobs loved your question and answered it on the Sales Hacker Podcast.

      It’s at timestamp 10:50. 🙂


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