Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them well

GOOD STUFF HAPPENS
IN 1:1 MEETINGS
WHY YOU NEED THEM AND HOW TO DO THEM WELL

Jamie Resker
Founder and Practice Leader
Employee Performance
Solutions
TODAY’S
SPEAKERS
Teala Wilson
Senior Consultant, Strategic
Services, Saba Software

AGENDA
What we will cover in our webinar today:
• Why have 1:1 meetings?
• What to cover in a 1:1 meeting?
• Roles & responsibilities.
• Secret tips for your managers.
• Preparing for your 1:1.
• Get started with 1:1 meetings today!
© 2017 Saba Software, Inc. 3

THE IMPACT OF 1:1 CHECK-INS
• Communication is at the core of
any healthy relationship
• Regular meetings triple the
likelihood of engagement
• Managers account for up to 70%
of the variance in engagement
• Engagement is highest among
employees who meet with their
manager 1x week**
If you’re not meeting 1x a week,
can you meet 1x a month?
Let’s get talking!

MANAGERS
HAVE IMPACT
Source: State the American Workplace – Gallup
Half of employees have left their
job to get away from their manager
at some point in their career.
Employees whose managers hold
regular meetings with them are
almost 3X as likely to be engaged.
Managers account for at least
70% of variance in employee
engagement scores.
50%
70%
3x

TODAY’S PERFORMANCE
MANAGEMENT
The most effective approach is when
performance is connected to an employee’s
day-to-day work
It is an ongoing process of:
1. Goal setting
2. Performance discussions
3. Feedback and recognition
4. Development planning and supporting a
learning organization
5. Enabling and developing great managers to
drive employee satisfaction and
contribution
Performance
Discussions
Development
Feedback &
Recognition
Goals1.
2.
3.
4.
Managers5.
7

WHAT TO COVER IN A
1:1 MEETING?

1:1 CONVERSATION TOPIC ALLOCATION BALANCE
Telling and Reporting:
Tasks, Projects and
Status Updates.
Exchange Insight:
- Asking Questions
- Inquiry/Listen to Learn.
Check-In:
Formally set goals
As Needed Modification.

QUESTIONS FOR AND TIPS FOR…
Reinforcing
On-Target
Performance
Redirecting
Off-Target
Performance
Moving
Forward
Upwards
Feedback
10©2017 Employee Performance Solutions, LLC

ASKING QUESTIONS
DO’S AND DON’T
?

©2017 Employee Performance Solutions, LLC
REQUESTING
INFORMATION
The questions we ask Influence
the answers we receive

How am
I doing?

You’re doing great.

What can I
do better?

I can’t think of
anything.

What did you
think of my
presentation?

It was really good.

What can I do
differently?

Nothing.
Just keep doing
what you’re doing.

How is
everything
going?

Great or Good.

What should
I stop doing?

Stop asking so
many questions!

What did you
think of my
presentation?
It was really good.
I don’t
know
THE QUESTION

What’s one
thing that
worked during
the presentation?
I liked the part when you…
THE ONE-THING QUESTIONS

BETTER QUESTIONS
What’s one thing I
do to help our
group meet
deadlines?
What’s one thing I can do to
improve my communication
with managers?
should do to become a
better team leader?
What’s one thing I can do
to make month-end
close easier for you?

BETTER QUESTIONS
can do to improve
my communication
with managers?
I‘m only
here three
days a
week, what
is one way I
can make
the most of
this time?
can do to help
with the team’s
workload?
What’s one way
thing I can show
you that you’d
like to learn?
What’s one way
I can improve
my interpersonal
skills?

REINFORCING ON-TARGET AND REDIRECTING
OFF-TARGET PERFORMANCE
Step 1: Let’s Define Performance
Reinforcing
On-Target
Performance
Redirecting
Off-Target
Performance
Moving
Forward
Upwards
Feedback

OFF-TARGET Vs. ON-TARGET
EMPLOYEE PERFORMANCE CONTINUUM

GrowingLow
GROWINGor
OFF-TARGET
OFF-TARGET ON-TARGET
WORK RESULTS
Job Responsibilities,
Goals and Skills
OBSERVABLE BEHAVIORS
ON-TARGET

TIPS FOR REINFORCING ON-TARGET
PERFORMANCE
32
Reinforcing
On-Target
Performance
Redirecting
Off-Target
Performance
Moving
Forward
Upwards
Feedback

REINFORCING ON TARGET PERFORMANCE
Makes order out of chaos Is the master of her domain
Leads the team
through tough time
Every time I work
with him I learn
something new
No task is
too big or
too small
Finds solutions when
none are evident
Gets the work done
despite obstacles
Takes on
the difficult
projects

POSITIVE INSIGHT SHOULD INCLUDE:
General Observation Specific Example Positive Impact
Readily pitches
in where and
when needed.
Fixed “bad code”
on a software
component from
a vendor.
Took the initiative
to learn this.
Returning the
component
would have
created a 2
week delay.
2 days early!

WHAT’S WORKING QUESTION EXAMPLES
What’s one
thing I’m
doing to
support you
that’s working?
What’s one
thing I should
do more of?
What strength
should I
leverage?

MOVING FORWARD AND REDIRECTING OFF-
TARGET PERFORMANCE QUESTIONS
Questions for the Employee to Ask
Reinforcing
On-Target
Performance
Redirecting
Off-Target
Performance
Moving
Forward
Upwards
Feedback

37
Reinvents everything; won’t build
off of the work of others
Over explains things
and confuses people
Complains about
things that can’t be
changed
Isn’t delegating, takes
on too much and
misses deadlines
Passes off
incomplete
work
Isn’t delegating, takes on too
much and misses deadlines
Never takes things
to the next level
OFF-TARGET PERFORMANCE EXAMPLES

What’s one way I can
improve my
interpersonal skills?
What’s one thing I can do
to become even more
effective in my role?
work better with you?
support you more?
MOVING AHEAD/REDIRECTING OFF-TARGET
QUESTION EXAMPLES

Stop making so
many mistakes
Makes too
many mistakes
Develop more
accuracy

Condescending
to those with
less experience
Helpfully and
patiently mentor
those with less
experience

UPWARDS FEEDBACK
Making it comfortable for employees to provide
insight to their managers
Reinforcing
On-Target
Performance
Redirecting
Off-Target
Performance
Moving
Forward
Upwards
Feedback

can do to support
you more?
What’s one way I’m supporting
you that’s working, and should
continue with?
What’s one way we can
work better together?
communicate with you better?
UPWARD FEEDBACK QUESTION EXAMPLES

Help…I’m being
micromanaged!
I’m trying to build my
capability when it
comes to resolving
customer service issues.
I’d like to work with
more autonomy and
troubleshoot customer
service issues that
relate to___________.

I never get to sit
in on the product
management
meetings
I’m really interested
in learning more
about__________.
Could I sit in on some
of the product
management
meetings?

LEADERS AND EMPLOYEES EACH PLAY A PART
Goals & Expectations
Leader Driven
Establish challenging, yet
attainable performance
expectations
Check in on progress against
goals; coach and adjust as needed
Growth
Employee Driven
Leader Enabled
Move development ownership
to the employee – drive
discussions and actions
Leader provide opportunities
to develop
Feedback
Leaders and Employees
Give and request feedback
in a timely manner
Build a culture of ongoing
feedback and recognition
throughout the organization
46

Development
Talk about my
career growth
Goals
Help me stay
focused and
aligned
Recognition
My success is
celebrated and I
feel valued
Feedback
and coaching
What’s going
well and where
can I have a
greater impact
As an employee...

As a manager...
Development
Helping employees
reach their full
potential
Goals
Insight into
progress
and
challenges
Recognition
Celebrate
success to
inspire and
motivate
Feedback and coaching
Offer real-time feedback
for positive outcomes

As an HR specialist…
Development
Preparation for future
succession needs
Feedback and coaching
Real-time opportunities for
adjustment
Recognition
Drive engagement
and motivation
Goals
Keep workforce
aligned to
organizational
direction

BRING YOUR WHOLE SELF
• Check-in
• Be present
• Multi-tasking is a myth

TIPS TO KEEP IN MIND WHEN
GIVING FEEDBACK
1 Be authentic
2 Be forward-focused
3 Be objective
4 Be positive
1 Be respectful
2 Be specific
3 Be timely

HOW TO RECEIVE FEEDBACK LIKE A CHAMPION
1 Stop your first reaction
2 Remember the benefit
of getting feedback
3 Listen for understanding
1 Say thank you
2 Ask questions to
deconstruct the feedback
3 Request time to follow up
Source: Bradberry, T. (2012), Taking Constructive Criticism Like a Champ, Forbes.

OUR MINDSETS CAN INFLUENCE HOW
WE RECEIVE FEEDBACK
Fixed (“Judgers”) Learner
Know-it all mindset Beginner’s mindset
Reactive and automatic Responsive and thoughtful
Biased observer, judgmental evaluator Unbiased observer and reporter
Often problem-focused Solution-focused
Win-lose relating Win-win relating
Mainly focused on what’s wrong Mainly focused on what’s right
Inflexible and rigid Flexible and adaptable
Assumes resources and possibilities are scarce Assumes resources and possibilities are unlimited
Feedback seen as rejection Feedback seen as helpful (a gift!)
Consider change dangerous and resists it Accepts change as a constant, embraces it
Basic mood: protective and defensive Basic mood: curious and open
Sources: Carol Dweck (Mindset) & Marilee Adams (Change Your Questions Change Your Life)

COME WITH AN OPEN MINDSET
Fixed: inner voice Learner: inner voice
“You don’t know what you are talking about” “What can I learn from this?”
“You try doing better next time!” “What can I do differently next time?”
“What about you? You’re not perfect either!” “What really happened here?”
“That’s not my problem” “What are the possible solutions here?”
“You are not better than me!” “Who can I talk to for help?”
“I’ll never get this right.” “How can we build on that?”
“I’m afraid of making a mistake.” “How can I do this differently next time?”
“Maybe my job is at risk! I better fight for it.” “What are other ways we can solve this problem?”
“You only focus on what I do wrong.” “Wow! I did not know that. How can adapt to be more
effective/happy?”
“This is not fair.” “How can I be more adaptive to change?”
“I need to be more secure with myself.” “What else do I need to make the best decision?”
Source: Elizabeth Lancaster, Blue Dot Strategy, Putting it All Together

TIPS FOR STRUCTURING 1:1 CHECK-INS
Structure the 1:1 to allow the conversation to flow naturally:
A. Top priorities and feedback populate the agenda
B. Review goal progress
C. Coach around obstacles
D. Discuss development
E. Celebrate success

PREPARING FOR YOUR MEETING
A. Set your own agenda
B. Update your goal status
C. Own your development
activities
D. Discuss career planning
E. Share feedback &
celebrate successes

PREPARING FOR YOUR MEETING
1:1 Exchange
in TalentSpace

CONVERSATION STARTERS
Where do I start?
• Open-ended questions are a great way build a rapport with employees
- Brainstorm
- Discuss change
- Understand each other
• Use the conversation starter questions to get you going!
• Foster engaging, meaningful conversation that builds trust

CONVERSATION STARTERS
1:1 Exchange
in TalentSpace

GET STARTED WITH 1:1
MEETINGS TODAY!

THANK YOU
TO LEARN MORE VIEW OUR PRODUCT TOURS
Visit www.saba.com for more information

Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them well

Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them well

Recommandé

Contenu connexe

Tendances

Tendances(20)

Similaire à Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them well

Similaire à Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them well(20)

Plus de Saba Software

Plus de Saba Software(20)

Dernier

Dernier(11)

Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them well