One to ones

A one to one refers to a meeting between two people, typically between a manager and an employee. Its primary goal is to provide a platform for open dialogue where both parties can discuss progress, address concerns, and build a stronger working relationship. Unlike larger meetings or group sessions, 1:1s are intimate and focused, providing a unique opportunity to delve into specific issues, set goals, and provide feedback.

Benefits

• Open communication: It encourages an open line of communication between the manager and the employee.
• Feedback: Provides an opportunity for both parties to offer and receive feedback.
• Professional development: Discuss career goals, growth opportunities, and areas for improvement.
• Problem-solving: Address any issues, challenges, or obstacles facing the employee.
• Relationship building: Strengthens the bond and understanding between a manager and their direct report.
• Clarification: Discuss roles, expectations, and objectives.

How to make a one to one

• it is not a meeting about how the project is going
• person has knowledge, is motivated, no professional blockers, we are mentoring them both professionally in the company and personally.
• there must be a clear the objective of the meeting. Prepare a guide with the points to treat. The main objective is that as a manager we can help to reduce blockers, think about your development, etc.
• there must be some resolutions and which next steps take.
• Establish an assertive and non violent communication: observe, feelings, needs, requests
• Less is more. Being present and just listen may be of help
• They have to feel comfortable enough to comment and to criticise whatever they need
• Each person has a "now". We have to treat people taking into account his current personal situation

Know and help to achieve their current and future motivations

This can be achieved by giving autonomy for taking certain decisions, master their area and self future purposes

receive feedback

During a one to one, we can ask for feedback of us.

• avoid boss effect
• recall something we have made to make them use their opinion

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Guideline

Preparation

• Research: familiarize yourself with the individual's role, recent achievements, and any challenges faced.
• Set objectives: know what you want to achieve from the meeting but leave room for personal connection.

Environment

• Choose neutral grounds: opt for settings like a quiet cafe, a park, or a casual workspace which allows for a more relaxed conversation.
• Ensure Privacy: a personal chat requires discretion. Make sure the space you choose is not overly exposed.

Initiation

• Open with a light tone: start with a general check-in: "How has your week been?" or "How's life outside of work?"
• Active listening: show genuine interest in what they have to say. This means no interruptions and no rehearsing your next statement in your head.

Personal Touch Points

• Ask about life beyond work: topics could include hobbies, weekend plans, family, or recent vacations.
• Share a bit of yourself: offer some insights into your own life, making you more relatable and trustworthy.
• Remember details: show that you care by remembering personal details shared during previous interactions.

Body Language

• Maintain eye contact: this fosters trust and shows attentiveness.
• Positive gestures: nods, smiles, and open body language convey engagement and warmth.

Empathy

• Validate feelings: if someone shares a challenge or concern, acknowledge their feelings.
• Offer Support: even if it's just a listening ear or understanding nod. Sometimes, that's all one needs.

Balance

• Integrate professional topics: after some personal chat, gently steer the conversation back to professional matters. It should feel like a natural transition.
• Respect boundaries: remember, not everyone is comfortable sharing personal details. Look for cues and respect them.

Feedback

• Be genuine: offer genuine compliments and constructive feedback.
• Ask for feedback: encourage them to share their insights and feelings about ongoing projects or any other concerns.

Conclusion

• Summarize and plan ahead: briefly touch on the main points discussed and plan for future interactions.
• End on a positive Note: express gratitude for their time and insights shared.

Follow-Up

If you talked about any actionable items, personal or professional, follow through. It shows commitment and trustworthiness.