One on One Meetings: The Unexpected Reason Yours Fail
Have you ever had a one-on-one meeting with someone that didn't go as planned? Why do these meetings often fail and what can be done to ensure success? In this episode of Leadership Hustle, Andrea and Michelle are going to share with you the unexpected reason why yours may be failing and how you can turn them into successful meetings. You may think that it's obvious why your one on ones don't work out, but there is actually an underlying cause that most people overlook!
LISTEN TO THE EPISODE
Expand Your Leadership Skills.
The Misunderstood One on One
If you have worked a corporate job before, you probably already have had a one-on-one, a long and sometimes boring weekly meeting about performance and some other things you can´t even remember.
As leaders, we know that one-on-one meetings are essential for managers to stay in touch with their employees and review areas of opportunity. So how do we approach these meetings without making them tedious for yourself and our team? And more importantly, how do we make them work for everyone in our business?
These meetings are often misunderstood and not utilized for their overall potential. That's why In today's Leadership Hustle episode, Andrea Fredrickson and Michelle Hill Explore the meaning of today's one on ones, as well as how they can boost your team's performance and happiness in the workplace.
What Is A One On One
To be on top of our one-on-one meetings, we first must understand what they are.
In the business world, a one-on-one is a scheduled, usually private, meeting between two individuals, typically a manager and employee, with the primary goal of exchanging feedback, discussing performance, and addressing any concerns or opportunities for improvement.
If done correctly, these meetings provide a vital platform for open communication, fostering a strong working relationship, and promoting personal and professional growth.
Types Of One On Ones
There are two types of meetings, one that is just a quick check-in and one that actually considers the employee's comfort and suggestions. Don´t make the mistake of having a bad one-on-one that leads nowhere.
The first one on one is driven by the leader; it´s a quick meeting to talk about project check-ins. Usually, the leader asks what the employee is working on and expected due dates.
On the other hand, an employee-driven one-on-one focuses on what the employee is trying to do, their goals, and how the leader can help them achieve them.
The leader also emphasizes getting employees involved in the organization and understanding their aspirations, creating a conversation on growth opportunities.
Although both meetings are important in the workplace, most businesses only do leader driven one on one, often neglecting the team's point of view.
How To Make And Effective Team Meeting
Unfortunately, most leaders today see one-on-ones as an opportunity to control the conversation rather than listen to their employees' needs and aspirations. This ineffective approach can lead to disengaged employees who will never grow and execute the business's objectives.
By listening and encouraging employees to be intentional and self-develop, leaders can get team members to start thinking about what they want, not just waiting for their superiors to tell them what to do.
Building trust
Building trust is the first step to making the most of one-on-ones. Employees must feel valued and heard, and this can only be achieved by actively listening.
Leaders must be present during the meetings and provide their full attention. Active listening involves acknowledging what the employee says, summarizing their points, and asking thoughtful questions to clarify their ideas. This approach creates a sense of respect and openness, fostering trust and reinforcing the team dynamic.
Open-ending questions
Open-ending questions are short and direct question tan let our team or employee lead the conversation. It's a way to make them speak about their concerns without making them feel pressured or overwhelmed.
Open-ended questions play a crucial role in fostering effective communication; by addressing employee concerns such as "What do you think I could be doing differently to help support your growth?" managers create an environment that encourages their team to share their thoughts and opinions openly.
Take Criticism
Embracing criticism is essential for leaders, as it demonstrates a willingness to learn, adapt, and grow in their role and their team. By accepting and valuing the constructive feedback of the people in your workplace, you´ll show genuine commitment to personal and professional development.
Additionally, being open to criticism fosters a culture of continuous improvement within the organization and adds to your department's trust building.
Follow up
Lastly, don't forget to follow up with made promises, next meeting, and need in any one-on-one. People will expect their team leader to remember what was discussed and bring solutions and improvements or create new growth opportunities for their employees.
During one-on-one meetings, leaders can discover new things about their business, learn how people think and evolve, and identify strong points to improve their company. By building trust, actively listening, and following up on issues, leaders can create a stronger, more engaged team and enhance their organization's overall success.
About the Hosts
Andrea Fredrickson
Andrea Fredrickson is a thought leader and consultant at Revela, an organization based in Omaha, Nebraska specializing in the development of leaders, culture alignment, and business strategy for private and family businesses of all sizes. Revela is one of the region's most experienced thought challengers, helping individuals and companies find their greatness. Andrea has built an amazing team by believing that fundamentally people want to be successful and become better versions of themselves.
-
Andrea has degrees in education, management, and business. She is the author of Insight Unseen; How to lead with 20/20 business vision. She helps people see things differently, self-reflect, and never stop looking for ways to improve themselves on a personal and professional level. Andrea has spent more than 30 years researching and developing methods to help people communicate and lead more effectively.
When Andrea isn’t working with clients, you’ll find her spending time with her family & friends and making memories by exploring new cities.
Michelle Hill
Michelle Hill is a master facilitator and coach at Revela, an organization specializing in the development of leaders and aligning the culture of privately held and family businesses of all sizes. Revela is one of the region's most experienced thought challengers, helping individuals and companies find their greatness.
-
An ambitious leader, Michelle has the natural ability to create forward momentum to build teams and get results. She inspires others to look within themselves and to challenge the status quo. She helps create high-performing environments. Michelle brings a diverse background: operations, employee development, and sales in the steel, hospitality, and consulting industries.
Outside of work, you will see her competitive side engaged in her daughter’s sports and ISU athletics. She loves life, her four-legged companions, and captures all the moments through her camera’s lens.
TRANSCRIPT
Andrea Frederickson: On this episode of The Leadership Hustle. We'll talk about the two different kinds of one on ones and how they're misunderstood and help you understand what employees are looking for or need in those individual conversations. Hello and welcome to the Leadership Puzzle. For executives whose companies are growing fast and need leaders who are ready. All right. Hey, welcome back to the next episode of The Leadership Hustle. I'm Andrea Fredrickson and I have Michelle Hill here with me as my co-host. Today. We're talking about the misunderstood one on ones. You know, we ask any time we ask a leader, do you do one on ones with your employees? The answer is always yes. And then we start peeling back and going a little deeper into that subject. And then we realize people do not understand what one on ones really are and how, you know, they are completely misunderstood.