By now, it's clear to most that 1:1 meetings matter. The pro-tip of setting up a dedicated weekly checkpoint is on virtually every list of best practices for managers these days. Carving out a corner on your calendar for surfacing issues, nurturing that incredibly important employee-manager relationship, and sharing feedback more consistently is undeniably important.
The goal of an effective 1:1 is not an update from your direct report or for you to lay down some instructions. It's a conversation. It's a chance to hear about your direct reports' ideas for your product, their career goals, and possibly their opinion of their performance.
Keep a list of three potential topics ready for discussion. When they say they have nothing to discuss, you can jumpstart the conversation with one of your items.
Your most precious resource is your own time and energy. When you spend it on your team, it helps build healthy relationships.
Your job as a manager isn't to give advice or 'save the day.'' It's to empower your reports to find the answer themselves. If you want to understand what's going on, ask. Let her lead the conversation while you listen and probe.
One-on-one meetings are a great tool for managers and employees. The allow you to check in with the team's morale and to get to know the people you are working with better. Effective one on one meetings are also great for getting employee feedback which is extremely important for managers.
The one-on-one meeting between supervisor and staff is an invaluable tool for managing, but requires much attention to detail. Julia B. Austin explains best practices for getting the most out of the 1:1.
If this is a new process you are putting in place at your company/in your team, be transparent about it.
Be clear that you do this with all employees who work directly for you.
Book a regular cadence of 1:1s. They should not be ad-hoc. It’s ok to skip one every once and awhile, but having it locked into the calendar is a commitment.
Decide the best cadence with them (weekly or every other week? 30 minutes or an hour?) and what the format should be.
Topics in a 1:1 should be about professional growth, personal connection and for giving each other feedback. Do not use the meeting to re-hash things from a group meeting, unless there are specific things you took off-line in that meeting or need to provide/get constructive feedback.
24 hours or so before the meeting, email the employee a list of what you’d like to cover. Try to do a split between strategic, tactical and personal items and always ask your employee what they want to cover too.