8 Things Great Leaders Do In A One-On-One

Leaders have to see everything that goes on in their organization, but sometimes they have to change their vantage point. One-on-ones with direct reports are a great way to do that. They're a way for leaders and their people to check in with one another, in a way that doesn't feel like a formal review. Here's how great leaders get the most out of these meetings.

First, remember that one-on-ones and performance reviews are not the same things. Formal evaluations can come quarterly or every month, while one-on-ones can happen as frequently or infrequently as both parties find productive. Some organizations aim for once or twice a week. The combination of these two types of meetings should make annual reviews a thing of the past and help develop a working relationship on two fronts: one that's personal and one that deals with the daily nitty-gritty.

Now that we understand that this isn't a formal performance review, we can focus on what it is: a chance to cultivate a stronger working relationship, and potentially a lifelong friendship.

Don't force this. You're still co-workers, but this is a chance to be human with one another. Find out about each other's home and family lives, hobbies and interests. As a leader, the goal is to make sure your people feel you have a genuine concern for them. They'll have your back through thick and thin if you get it right.

Even given everything we've said, don't enter into these meetings with a strict agenda. It's important to come prepared and to have general topics in mind you want to get to, but neither of you should be glancing at meeting minutes while you're speaking with one another.

Personal and professional development is extremely important today. Employees want to feel as though they're bettering themselves each day when they report to work. Quite simply, they want their jobs to feel more like careers.

One of the most valuable things a leader can do during a one-on-one is to help their team members engage in some long-term development planning. Where do they want to be in a year? Five years? Are there other roles or processes within the company they wish to learn about or strive for? Have their goals changed since you last spoke?

One-on-ones are a great time to talk about the bigger picture. More importantly, they're a way for both parties to understand how that picture might materialize. After the long-term plans start to come together, the next questions are, "What can we begin doing, today to set you up for success with these goals?" and "How can I help you?"

Sometimes things get rolling with a book recommendation. Other times, leaders will decide on concrete, specific and time-bound goals to achieve on the way toward that greater vision: complete 10% more sales this month, ace one practice exam for a certification, improve development time on the next application by 20%. Make yourself a resource — as well as an accountability partner.

As the routine and tone of your one-on-ones develop, your direct reports will become more comfortable and confident in sharing their assessments about how things are going. Of course, what they don't say is equally important, which is why listening skills come in handy. Leaders who aspire to greatness use these meetings as a chance to take the pulse of the organization, and get the inside story straight from the people on the ground. Which processes are working and which aren't? What's overdue for an overhaul?

Some things can't be said during team meetings. Even in a less formal environment, like a one-on-one, there's still a right and a wrong way to do so. However, it's OK to ask tactful questions about how direct reports are getting along with others and how well teams are working together. Sometimes all it takes is a willingness to "listen between the lines." Employees will find ways to share with you when there's a lack of harmony or when somebody's not being a team player.

There's a lot that's worth learning about how our team members — and people in general — work and maintain their productivity. One-on-ones are an awesome opportunity for leaders to get a better sense of how employees are getting on in their work, whether there are different time-management skills the two of you can cultivate, and whether there are workplace or schedule tweaks you could make that might result in improved productivity.

Ask employees about the times of day they find most productive, whether there's anything they need to further optimize their schedule, and whether there are simple changes that could be made to improve their health or work-life balance.

There aren't very many rules about how a one-on-one can go. Every leader will bring their own style to the concept and figure out what works best for them, their people and their workplace. Hopefully, you've found this a good place to start.

Source: Forbes.com

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