Hey all, for the people leaders out there: how do you run 1:1s with your employees? I am a brand new people leader in a brand new team and I really want to set my team up for success. What kinds of topics do you talk about? How do you track feedback or progress? I really don’t want these meetings to turn into “what did you do this week?”

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I really try to encourage my employees to view it as their time. What do they want to talk about and let them drive the discussion. Career progression, etc. but I also want to make sure I hear what roadblocks their facing that the need me to clear for them and what resources they need access to.

I try to keep them somewhat informal and warm. I want to create a safe space for them to discuss issues vs being too business/detached.

likehelpful

This is exactly my take on 1:1. They have to feel qa if they can trust you to be open and everything said in the meeting is confidential unless they're asking for things that require approval upstream.

It's good to set up a regular schedule, every other week if weekly seems too often. And keep to the schedule. Much of it is just common sense or instinct: create a supportive environment where people can speak honestly. And try to deal with substance, talk about current work, and any roadblocks that may need to be dealt with. And, talk about successes as well and acknowledge good work that's being done.

likehelpful

Make your direct reports set the agenda each time. Obv have some views from the top / directives as needed.

Separate the weekly 1:1 meeting from the PD chats.

likehelpful

I cherish the weekly 1:1 I have with my manager. He expects me to lead the meeting with my issues and questions. He’s always supportive and helpful. If he has topics of discuss he’ll save these until the end.

I’m not sure of his tracking progress but either deals are closing or they’re not. I think it’s more of a bigger picture and we have half yearly reviews and year end reviews.

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I think 1:1s are best when you focus on career development, roadblocks, personal growth, rather than just tasks. I learned that from my last manager, so I try to ask open-ended questions like “What challenges are you facing?” or “How can I support you in your goals?” If we focus more on development and the big picture, then our conversations are more productive

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Managing Director 1 is on the right track! You may be new to leadership, OP, but once you get comfortable with these switch the conversation up. The book I use is called“the coaching habit“. This book will make your life as a leader so much easier because it switches the conversation and the onus from you trying to solve to your teams, to them trying to solve their own issues.
But I really feel like you need at least a year to a year and a half of just leadership under your belt. You’re trying to learn so much this could get lost being done too early. As a leader of teams, this book completely changed my life as a leader and changed the performance of my teams.

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This is a great resource and easy read: Glad We Met: The Art and Science of 1:1 Meetings by Steven G. Rogelberg (ISBN 9780197641873)

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I do the same as a few people above. My reports have to set the agenda and tell me what they want to talk about. Some of my reports need more frequent check isn than others but I let them tell me what they need and I go from there.

smart

Listen, really listen. Even those that have a leadership role are never experts in all fields. Guaranteed there is a member of the team that knows more in their respective roles. If they don't, they should. Leaders are like a coach and should understand each individuals motivation and play to it.

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