Tips for Maximizing Manager-Employee 1:1 Meetings

Don't cancel 1:1s downward. You may think there's nothing to talk about, or that you're too busy to meet. But don't cancel on your mentee or direct report. At the very least, offer to reschedule. Canceling without warning leads to them feeling like you don't care--even if you do. I promise you, there are things to talk about, and I made a framework so you never forget. It's called C2-G2-R2. C2: • Condition - How are you feeling? Green, yellow, red? • Challenges - What recent challenges were there? G2 • Goals - How are you tracking on your goals? • Growth - Where do you want to grow? How can I help you grow? R2 • Relationships - How are relationships with your coworkers? • Reflections - What's going well and what could be going better? Note: This works both ways too. If you're having a meeting with your manager or mentor, you can think of C2-G2-R2 as what to talk about. You could even put it in your 1:1 doc as a reminder. -- If you found this helpful, I'd be so grateful for a like 👍 or repost ♻️ !

When I do 1:1s with my reports, I explicitly tell them, “No status updates”. We have emails, slack channels, and team meetings (ideally as the pre-read, not the meeting itself) for status updates. Our 1:1 is for you. At all times, I’ve got a mental model of how you are doing in each of the PM competency areas* . I know what types of projects I can steer or delegate to you, either because it’s a strength of yours or because it’s something to get better at. I also know (because I’ve asked you!) what your career goals are, so I can fold that into our conversations and opportunities. I also have a 1:1 agenda doc that we both have access to. Throughout the week, either of us can pop in there and add a keyword or phrase to the doc, to remind ourselves of the thing to talk about. Our agenda topics usually fall into these categories: 1. Relationship and trust building — what makes you tick, what feels rewarding, what is scary, and why? My goal, in addition to getting to know you better, is to create a psychologically safe environment that allows you to be vulnerable so that you actually tell me this stuff, tell me bad news when you learn it, and ask for help. 2. Coaching and reinforcement — what happened in the last week that showcased a theme we’ve been working on? What was a time when you did something awesome (or at least, better) that we want to celebrate*? 3. “How can I help?” — you want my help solving some problem, or have some question in search of an answer. Or maybe the reverse: I’ve noticed a problem that I want you to solve (or, I have something that I want your help solving), or I have a question that you may be able to answer. But before all of that, I’m opening with “How are you?” Sometimes, your answer makes clear that we’re going to do none of our agenda because of Feelings* . You’re pissed that other people are getting in the way, you’re anxious about the latest layoff rumor, you’re scared after a meeting with Exec that went poorly. I’m listening, asking questions, engaging, validating your feelings*. I will make a snap call — are you open to problem solving the situation in this meeting, or should we come back to it another time? Emotional attunement (with boundaries!) is the answer, once again. (Thank you, Dan Storms, for requesting this topic!) —————— *If you’re interested in reading the footnotes as well as my work-in-progress thoughts (today: why are so many managers bad at managing?), sign up for my free newsletter: https://lnkd.in/g44P3_rB

How you run your meetings matter. 🤝 After spending years working directly with CMOs, CROs, and VPs, here's how I structure and run my 1-1 meetings as a 4X demand generation leader. I still use it with my demand gen consulting clients, and they love it. Why? ↳ It doesn't waste time & gets to what matters, fast ↳ Highlights what's been accomplished + what's next ↳ Focuses on action + consistent alignment on goals Here's what I do: I structure my 1-1 meetings around three major areas... 1️⃣ Notable Updates This is where I'm laser-focused on the metrics that matter for the team. I break down how we're pacing to our goals and targets -- especially around marketing generated pipeline and revenue. I also highlight if there are major funnel conversion rate inefficiencies happening that are impacting our lagging indicators since these are typically high-priority fixes that involve collaboration between the sales team. BONUS: I build custom dashboards with my clients and their ops team to ensure we're all using the right data to stay 100% aligned. In this section, I'm also sure to spotlight notable campaign successes or failures to keep us up to date on how new messaging, experiments, or audiences are performing. This helps us understand what's working (or not), so we can double down or pivot quickly. 2️⃣ Roadblocks This is where I dive into bulleted areas I need their help blocking and tackling. These items could relate to resource allocation needs, team communication breakdowns, or anything that is preventing me/the team from driving the most impact. Don't get caught up in the weeds too much here and keep it punchy, but provide as much transparency as needed so it's easier for your leadership to address. 3️⃣ Priorities This is where I lay out what's prioritized next (taking into account what we discussed in notable updates). The key here is getting feedback on these priorities. This part should be a conversation because things shift constantly and it's crucial to stay aligned to save you time and keep you/your team focused. This is also a great place to share WHY items are prioritized or should be deprioritized based on performance, workload, or new needs. We can't do it all, so be ruthless with your prioritization. I've found this meeting structure works great to keep my meetings focused, impactful, and transparent. And the best part -- it's not complicated 🙌🏻 I hope this helps you have more productive conversations with your direct managers, agency partners, or consultants. What are some things you'd add or do differently in your meetings?

“How do I make my 1:1s with my manager more impactful?” is a question I commonly get from mentees. Too often, these meetings become simply a reporting of activities completed in the previous week. As one mentee jokingly shared, it can sometimes feel like telling your parents what you did at school that day. 😄 That’s not quite the best use of time for either you or your manager, even though keeping your manager informed *is* important. So how do you achieve the goal of sharing information but also balancing it out with some strategic discussions? Try the PPP framework, which I learned from the brilliant Brinda Mehta Malvi. PPP stands for: - Plans and priorities for the week - Progress and highlights from last week - Problems and open Qs or roadblocks you anticipate or might need help with. This allows for you and your manager to align on priorities for the week ahead. You can surface any highlights and wins for their awareness. And it allows you both to proactively talk through any future risks. Now your 1:1 goes from one-way reporting to rich discussions at a more strategic level. It’s win-win for both of you. If you give it a try, will you let me know if it helps? #leadership #1on1

Let me fix your 1:1 meetings in 90 seconds. It only requires two changes: - Make it their meeting, not yours - Ask questions, don't give directions Here's how to do it: 1. Make It Their Meeting Relinquishing ownership of this meeting is the same as delegating any other work. - Define what excellent looks like - Hold them accountable - Coach to success - Don't step in But how do I get what I need to lead? That's part 2... 2. Good Questions >> Great Directions The easiest way to align on expectations is to preview the questions you want them to answer. If they can answer these well, you can have confidence that they are excellently managing their area (even individual contributors). Here are mine: ✅ How are you doing? Want people to produce outsized results? You need to care personally. You'll only know when to show up for them if you know them well. Get a tepid response? Ask again. ✅ What's most important for us to focus on? If it is their meeting, they set the agenda. Not only are you empowering them, but you also get to learn how they think. This will help you anticipate what they might miss. ✅ How are you tracking against your goals? I want data. Clear metrics. The more tangible, the better. If the goal isn't easily measured, then I want a few qualitative angles that are in tension to surface the truth. Don't be afraid to ask, "What is your confidence?" ✅ Are there notable Wins/Losses to discuss? The specific Win or Loss doesn't matter to me as much as: a) Can they separate big from small? b) Are they proactively sharing? My probing questions should uncover very little. ✅ What problems are you focused on solving? I don't expect perfection if we're driving hard and creating value. Instead, I want them to have command of their area. - Do they know the problems? - Do the solutions make sense? - Are they making good progress? ✅ How are your people doing? Your people are only as good as those that support them. Even individual contributors rely on others. Help them practice sizing up those around them. Make empathy a habit. ✅ How are you getting better? When your team is filled with curious and compounding professionals, the result is a team that's agile and resilient. To get there, you must coach those who coach others. ✅ How can I support your success? Hopefully, you've done this throughout the conversation, but it never hurts to ask them directly, "What else do you need to win?" - Remove obstacles. - Provide resources. - Repeat often. If you want access to the management dashboard template I used to delegate my 1:1 meetings, subscribe to my MGMT Playbook for free access. https://lnkd.in/eAA-CJrJ You get dozens of playbooks and templates for critical management moments. It's the advice your boss should be giving you but probably isn't. P.S. Repost to share this with your network ♻️. And follow Dave Kline for more great posts.

"𝘞𝘩𝘢𝘵 𝘪𝘴 𝘵𝘩𝘦 𝘮𝘰𝘴𝘵 𝘪𝘮𝘱𝘰𝘳𝘵𝘢𝘯𝘵 𝘵𝘩𝘪𝘯𝘨 𝘺𝘰𝘶 𝘤𝘢𝘯 𝘥𝘰 𝘵𝘰 𝘣𝘦𝘤𝘰𝘮𝘦 𝘢 𝘣𝘦𝘵𝘵𝘦𝘳 𝘭𝘦𝘢𝘥𝘦𝘳?" I still remember Joe Nabrotzky,'s answer to this question a few years ago. He said, "𝘐𝘮𝘱𝘳𝘰𝘷𝘦 𝘺𝘰𝘶𝘳 1:1𝘴." After nearly a decade as a people manager, I agree wholeheartedly with Joe's recommendation. If you want to become a better leader, start by improving the 1:1s with those on your team. Here are 10 ways to improve your 1:1s as a manager: 1. Do them regularly. I recommend 30 minutes once a week for direct reports and 30 minutes once a month for skip levels (the people reporting to your direct reports). 2. Schedule them on the calendar. If you don't have them scheduled, they can be harder to do. Schedule them, and don't cancel them. 3. Have a written, running agenda. This provides a consistent structure and a place to write down notes in the meeting. 4. Start with an open-ended question (ideally one that is NOT work-related). A favorite of mine is, "What's new with you outside of work?". This builds trust and rapport and helps them know you care. 5. Let your direct report lead. This means letting them go first on the agenda and also not dominating the conversation. Let them know ahead of time that this is the expectation. 6. Take notes and follow up. A great place to do that is on the agenda. Begin each 1:1 by following up on any outstanding action items from the previous week. 7. Help them solve problems. Don't solve problems for them. This is similar to "teach them to fish". Great leaders teach skills and give their people safe chances to practice them. 8. Express thanks and encouragement often. I can't emphasize this one enough. Most managers (myself included) aren't good at doing this. The more you sincerely express your thanks for their efforts, the more trust you build with your directs. 9. Provide regular performance feedback. Don't wait until an annual performance review to share feedback on ways to improve. Nothing shared in an annual performance review should be new to your directs—just summaries of what they've already heard in 1:1s. 10. Connect their efforts to the bigger picture. People want to know how they (personally) are making an impact. Explain the bigger picture and help your people understand how their efforts are assisting. --- What did I miss? What other tips would you add? #leadership #1on1 #garrettsposts

𝗛𝗼𝘄 𝗔𝗿𝗲 𝗬𝗼𝘂𝗿 𝗢𝗻𝗲-𝗼𝗻-𝗢𝗻𝗲𝘀? . . . 💫When you become a manager or leader, your responsibility shifts. Your role isn’t to maximize the potential for the work; it’s to maximize the potential of those around you.   💫Having one-on-one meetings is an excellent chance to have routine discussions about professional growth, and if conducted effectively, these regular check-ins can increase engagement, accomplishments, and employee retention. Additionally, one-on-ones serve as the basis for top-performing teams.   🚩Yet so few leaders fulfill this core responsibility, and no one should consider themselves a leader if they can’t commit time and effort to improve the abilities of their team members.   👉Recommendations for effective one-on-ones:   ✅Prepare Well: Go over previous notes or, if first time, request they fill out a survey with open-ended questions, complete an online tool to identify their strengths, or use other templates to gain some insight before the meeting.   ✅Proper Schedule: Ensure they have proper time to prepare and the meeting doesn’t conflict with a hectic or stressful time for them.   ✅Use Open Space: Sometimes, being away from the workplace can lighten the mood and improve the conversation.   ✅Set the Agenda Beforehand: Facilitate the conversation to stay on focus.   ✅Let the Team Member Lead: Don’t deliver a monologue; this approach isn’t very effective. Instead, let team members set the tone. Remember, it’s only about them!   ✅Encourage Self-Awareness: Help them become more introspective by asking the right questions.   ✅Be Open-Minded: Their view of their future may differ from what you think is best for them. Don’t let your experiences and biases overtake their passions and ambitions.   ✅Pay Attention to Their Well-Being: Team member well-being may not be tended to, which can impact their ability to consider signing up for a mentorship program or training opportunity.   ✅Build Trust: Managers must recognize their limitations and provide accurate information to build trust and connection with team members and create a supportive work environment.   ✅Be an Active Listener: Pay attention, ask questions, summarize, and ensure no distractions!   ✅Take Notes: Keeps track of the conversation for revisiting progress in the next session. But don’t violate the previous point! Write notes when appropriate or after the meeting so as not to distract.   ✅Revisit Previous Goals: Did the team member pursue mentorship or certification? How are you supporting?   ✅End on a Positive Note: Motivate them at the end of every meeting and pave the way for a positive working environment!   🔥It requires dedication and focus to initiate discussions on team member growth during one-on-one meetings. However, these personalized discussions are invaluable for creating customized learning and development plans that can significantly enhance and nurture talent!

One-on-one meetings with your manager - source of growth and support or a frustrating experience ❓ Questions to turn those meetings into productive, meaningful conversations. First, don't be shy about steering the conversation in a direction that suits you. Here are some categories of questions you can use: 👉 Ask for Guidance and Input: Got challenges or struggling with something (let's call it "X")? Ask your manager for help in navigating and addressing it successfully. Need more resources for project "Y"? Seek ideas and thoughts. Have a brilliant idea "Z"? Get your manager's input on how to make it even better. 👉 Clarify Priorities and Expectations: Make sure you and your manager are on the same page. What should you be prioritizing? Are you taking on the right projects and tasks? Are you meeting your goals and expectations? 👉 Align with the Organization and Its Strategy: Understand how your role fits into the broader strategic goals of the organization. What's happening beyond your department that you should know about? How does your work tie into the company's goals and strategy? 👉 Seek Growth Opportunities and Career Advancement: Talk about your professional goals. What can you do to prepare for greater opportunities? How can you improve and develop to align with the organization's direction? Get insights into your strengths and the next steps in your career. 👉 Get Feedback on Your Performance: Check in on your performance without turning every meeting into a formal evaluation. Are you meeting expectations? What feedback can your manager share about your work? 👉 Build a Relationship: Connect with your manager personally. Ask about their day, how they're doing overall, and what excites them outside of work. It's not all business, you know! 👉 Offer Support: Managers need help too! Ask about their priorities and how you can assist. Maybe they have something keeping them up at night that you can lend a hand with. Now, remember, you don't have to bombard your manager with all these questions in one go! Pick a category or two for each meeting and rotate through them over time, and don't be afraid to dig deeper with follow-up questions like "why?" You'll gain valuable insights into the bigger picture of your work. Use these questions wisely, to turn your 1:1 meetings into an opportunity to build a better relationship with your manager. If you or someone you know is looking for a new role in 2024, DM me "OPENTOWORK" and I'll share ⭐ FREE ⭐ resources to support your job search efforts. 🔽 🔽 🔽 👋 Hi, I'm Graham. Thanks for checking out my Post. Here is what you can do next 🔽 ➕ Follow me to see me in your feed 🔔 Hit the bell on my profile for Post notifications ♻ Inform others in your network via a Share or Repost 📅 Please don't suffer in silence ❗ Book an appointment to discuss your job situation. #career #jobs #business #technology #finance

People managers – are your 1:1s feeling a little stale? Here's how to revitalize them with 5 questions. I know what you’re thinking… “Shouldn’t my employee be running these? The time is for them.” Yes, and… — 1:1s are a time for dialogue, not a one-directional report — asking questions can unearth issues under the surface — it’s not just about the work, it’s about building a human connection Here are the questions to have in your back pocket: 1) What’s on your plate that I might not know about, but should? 💡 This could look like: supporting others, fixing things that broke, research, tech integrations, internal comms. 2) What’s a win (big or small) that we should celebrate, and how would you like to celebrate? 💡 The key is in the How! Some people like public recognition, others don’t. Figure out how you can appreciate your teammate in a way that feels great to them. 3) Where is most of your energy going this week? 💡 This is a great open-ended question that could have a surprising answer. 4) Who's doing interesting work in the company that you'd like to learn more about? 💡 Knowing this will help you and your employee think about cross-collaboration and professional growth. 5) What have you been really into, at or outside of work? 💡 A way to deepen your connection as human beings. Depending on the answer, this could also be a breadcrumb for professional development! What questions would you add? #management #leadership -------------------------------- 👋 I’m Jessica, a leadership and executive coach with 18 years of experience leading marketing teams in tech, startups, and the arts. 🎶 For the past two decades, I’ve also had an active singing career as a classically trained singer. 🔔 Ring the bell on my profile to get notified about my tips on leadership, management, and work-life integration.

I was supposed to be the CEO building a billion-dollar venture studio. Supporting my partners, solving problems, and helping them scale. Instead, I got caught up in the day-to-day of my companies. I was being ineffective. Working in the businesses instead of on them. So I changed it. And now I’m a better resource for my partners and in my zone of genius. Here’s how: – 1. Ruthlessly cut calendar I worked with my amazing assistant, Patricia, to move all meetings to Mondays and Fridays. I truly believe that with a structured and focused 1-on-1 meeting, you can solve anything. Anything that didn’t contribute to the goals at GatewayX or my portfolio companies was removed (with compassion). I moved all my CEO 1-on-1’s to either Monday or Friday. It helps to be on the bookends of the week so they can either get input on this week's goals or do a debrief on what happened. This gave me the flex time needed during the middle of the week to: + Unblock a problem for a CEO + Give feedback + Finish checklist 2/ Structured communication internally I’d be getting slacks, texts, emails, calls - and this is just from my team! Not to mention the emails and DMs I might be getting from external. So, I set up a super straightforward way for us to communicate internally. I put everything into one of 3 buckets: 1. Comms 2. Requests 3. Meetings I pride myself on being responsive and available so I always have my CEOs: a) text/call when they need something real time b) always ASK me to cc: my assistant for scheduled time when they need it or are blocked. c) Not look at my calendar and conclude I'm too busy, I worry about that :) 1. Comms.  In general, here are ideal channels for the type of communication: + Slack - quick sync/internal comms (<5 mins) or where we want others to easily follow. Also internal scheduling requests. + Text - fast/urgent and super short + Call - urgent and/or to discuss something >5 mins + Zoom - more organized presentation for review etc + Email - async review and/or external 2. Requests For an async REQUEST thats >5 mins: a) EMAIL it to me and cc Patricia b) in the SUBJECT include a deadline + level of importance (0-10) + type of work you're seeking c) Patricia or I will confirm the deadline/request or ask for another date d) If urgent or the above process isn't a fit, just call me/text me. 3. Meeting Agenda/Prep - I ask everyone to share an agenda the day before for any given mtg and include any pre-read materials or something else they want me to be prepared to discuss. Examples of agenda questions/items to share: + Topics of discussion? + What is success in this mtg/convo? + What would make the mtg a 10/10? + What decisions are being made and who is making them? – I think of myself as a “servant” to my CEO’s. I need to show up for them and I need them to ask what they need from me. They are not reporting to me, I’m serving them. Trust me, it’s not perfect, but it’s made everyone’s life a whole lot easier.