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4 Types of One-on-One Meetings You Should be Having

/ 1.21.19

Think about the last one-on-one meeting you had with your manager: You probably discussed your performance, but did you cover anything else? One-on-ones often center around performance when, in reality, they can, and should, be about a lot more.


Get your copy: The Big Book of 350 One-on-One Questions


Managers can do three things to drive engagement through one-on-ones:

  • 1. Make sure employees' opinions and ideas are heard
  • 2. Provide employees with opportunities for growth and development
  • 3. Give employees the information and resources needed to set them up for success.

To achieve these goals, consider conducting one, or all, of the following one-on-one conversations.



1. Goal-Setting Conversations


Goal-setting conversations should be conducted at the beginning of the year and should act as a roadmap moving forward. Employees and managers should collaborate on and finalize goals, identify barriers, pinpoint stretch goals, and assess the resources needed to obtain success.


Download our free ebook! 5 Sure-Fire Ways to Set Goals That Get Results


2. Performance Conversations


Managers should conduct performance conversations at least quarterly after initial goals have been set. This provides an opportunity for managers and employees to discuss goal progress, obstacles, and any feedback they may have recently received.


It is often difficult for an employee to deal with negative feedback, whether it’s from a coworker or customer. An open discussion allows employees to share their points of view and, with help from the        manager, decide on an alternative course of action to avoid the problem in the future. This builds trust        between employee and manager, which is key to a strong relationship!


Download: Pocket Guide for Uncomfortable Performance Conversations


3. Career Development Conversations


Because career growth is such an important driver of employee engagement and retention, it is important that career development conversations occur at least once per year. These conversations help managers ensure employees are driving their own development and offer any support or guidance needed.


Career development conversations are usually more personal than those tied to performance, so it may be the right time to talk through any life changes or milestones that an employee is going through, such as the birth of a child, death of a loved one, marriage, divorce, etc. 


Career development conversations also offer a time to discuss organizational changes. While this may be    discussed by the broader team or organization, having individual conversations provides employees the environment to bring up any concerns or reservations that they may have overlooked in a group setting. 


Get your copy of our Employee Development ebook!


4. Monthly Check-In Conversations


If you desire continuous conversations, you can schedule monthly check-ins as a tool to supplement earlier conversations and further develop the relationship between employee and manager. These conversations can involve sharing ideas, working through feedback and obstacles, and further discussion of performance, goals, and growth.


Monthly check-ins are especially helpful for new employees. Whether new to the organization or the team, having regular, frequent one-on-ones accelerates a relationship between employee and manager                and ensures that the employee’s onboarding is going smoothly.


Scattering these types of one-on-ones throughout the year grants both the manager and the employee the ability to stay up-to-date on all-things important (performance, areas of improvement, feedback, and obstacles) to drive employee engagement.


To learn more about making the most of your next one-on-one, download our The Big Book of 350 One-on-One Meeting Questions ebook.


The Big Book of 350 One-on-One Meeting Questions



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