2. INTRODUCTION
(Get to know, Team Bonding
Induction to the function/area)
PLAN
(Co-creation of Team Purpose,
Expectations, Goals, Strategies,
Budget, JD, Deadlines)
PERSONAL GOAL
SETTING
(Set the Individual Goals and
Action Plan, Make Personal
Goals for Development)
REGULAR
TEAM MEETING
(Regular Tracking of the Plan
and Team Performance, Team
Review)
REGULAR
ONE TO ONES
(Tracking and Coaching of
Individual Performance and
Personal Goals, Feedback)
TEAM DAY
(Team bonding, Team
a c t i v i t i e s ,
Appreciations)
REPORT
(Key Results Achieved/
Not Achieved)
TRANSITION
(Knowledge, Skill, Attitude
and Document Transfer)
DEBRIEF
(Team Experience Debrief,
Key Learnings, Next Steps)
3. They are conversations between team leader
and team member that usually last 45
minutes, where they reflect on what is going
well and what needs to change.
PERFORMING: One-on-Ones
One-on-OnesWhat is ?
Regularly, the Team Leader hosts One to Ones with individual team members for
Tracking and Coaching of their Action Plans and Personal Goals.
-Tracking Individual Performance: Check overall achievement of the individual
action plan, recognise achievements and coach for higher performance.
- Personal Goal Tracking/Coaching: Check achievement of personal goals and set
higher/new personal goals.
- Feedback: Team Leaders should give regular feedback when they see behaviours/
actions that can be improved.
One on ones are great for team members because:
1. It helps them understand their contribution to the big picture strategy and goals.
2. They know how well they are doing.
3. It helps them to adjust if they aren’t on track.
4. They are given a voice and forum in which they can talk about issues affecting them.
5. It strengthens their relationship with their team leader.
REGULAR
ONE TO ONES
(Tracking and Coaching of
Individual Performance and
Personal Goals, Feedback)
4. PERFORMING: One-on-Ones
One-on-OnesWhat are the steps to deliver great
Step One:
Preparation
Step Two:
Listen
Step Three:
Support
Learn your team’s preferences and profiles. When someone joins your team, you can them to fill a
personality test that will help you about how they like to be managed, how they like to communicate,
how they like to work with a team and how they like to receive coaching or feedback. Also during your
team experience, you will get to know them better.
This is their time! A one-on-one is not a time for you to dump information and tell people what to do.
Instead, treat it as time to check in on how the whole person who works with you is doing. Are they
happy, fulfilled, learning, growing? Are there problems you can solve together? How can you support
this person?
Support through life difficulties and leadership difficulties. Make sure you explore both spheres of
your team member’s journey. In order for them to excel in leadership development, their lives need to
somehow be stable as well.
5. PERFORMING: One-on-Ones
As a team member:
have you ever left a one-on-one meeting feeling you didn’t get anything from it?
Do’s Don’ts
As a team leader:
have you ever left a one-on-one meeting feeling you’re not the coaching-type of guy?
Cancel one-on-one meetings: stick to them! Your
people are your biggest priority and they matter.
Come prepared according to the member’s situation
and profile.
Listen, then speak. Make this meeting a “status update”. You have
tracking methods for that purpose.
Go somewhere else outside the office, get some fresh air.
Take notes and follow-up on action steps in the next
meeting.
Answer you phone calls or check your phone.
Raise your voice to this person.
Doing most of the talking yourself.
If you can, embed a little bit of strategy in these
meetings. Treat it like an interview.
6. PERFORMING: One-on-Ones
Some food for thought
“Great leaders are great listeners.
You have to ask a lot of questions and you have
to really listen to the answers, because in every
answer there are at least 3 more questions you
want to be asking.”
7. PERFORMING: One-on-Ones
The ones who are less suitable for One-on-one:
BUT… before starting the One-on-one, what profile
do I have in front of me?
1. They know what they want and how to do and took step
already
2. They think that they know everything
3. They don’t want to change, don’t open themselves to
listen ideas from others
4. They want to change but don't do anything
The ones who are more suitable for One-on-one:
1. They don't know what they want but they want to do
something
2. They know what they want but don't know how to do
3. They know what they want but they need empowerment
REGULAR
ONE TO ONES
8. PERFORMING: One-on-Ones
Defining Coaching:
1. Using a set of skills to actively listen, ask powerful questions, raise awareness around “blind
spots,” challenge thinking and deeply held beliefs, make requests for new action, and design
personal programs for their coachee.
2. Helps the coachee see new possibilities and take effective action.
3. Most individual’s coaching default is to teach and it takes practice and a growth mindset to be
able to effectively facilitate coaching.
9. PERFORMING: One-on-Ones
Inspired by the “GROW technic”
G: Goals
R: Realities
O: Options
W: Will
Help them to take a picture of the moment
Help them to draw a picture of future
Help them to look from different perspectives to different options
Help them to clarify the first steps & empower them
Coaching Worksheet
Motivation
1. How are you? Look for more than just “I am good”
2. How do you feel your current job
is helping you?
Current benefits of present situation
3. What has inspired and
motivated you in the past month?
How is this person using its motivation personally?
4. Which of your strengths would
you like to use more often at work?
How can you better develop this person’s leadership?
Obstacles
5. What are your biggest concerns
at the moment?
Help them to draw a picture of the present and future
Moving Forward
6. What are the things you want to
leanr?
Resources this person needs to achieve the goals
7. What transformation are you
seeking?
Personally, professionally and in externals as well
8. What are the other ways to
learn?
Resources available to achieve the goals
Taking Action
9. How can I help you keep
accountable?
Help them to clarify the first steps & empower them :)
10. Feedback Time Helping this person not to fail and succeed better
10. PERFORMING: One-on-Ones
S: Specific
M: Measurable
A: Agreed
R: Related to Vision
T: Time Planned
P: Positively Related
U: Understood
R: Relevant
E: Ethical
Goal Setting Checklist
SMART-PURE
11. PERFORMING: One-on-Ones
1. Coaching is preparative. Feedback is corrective.
2. Coaching focuses on possibilities. Feedback focuses on adjustment.
3. Coaching is about future behaviour. Feedback is about past and current behaviour.
4. Coaching is inquiry-oriented. Feedback is scrutiny-oriented.
5. Coaching stems from developmental needs. Feedback stems from judgmental needs.
6. Coaching is about assisting team members reach their goals for the future. Feedback is about
helping employees understand what prevents them from reaching their current goals.
7. Coaching is about advocating optimal performance. Feedback is about reinforcing appropriate
behaviour.
8. Coaching is more about helping employees grow. Feedback is more about helping employees not fail.
Both coaching and feedback are about helping employees succeed.
Feedback and Coaching
12. PERFORMING: One-on-Ones
The fact is, it can be uncomfortable to give feedback. The antidote to being uncomfortable giving
feedback is be clear about your intention and your role.
Why you want to deliver this feedback and how you intend to do it. Do you intend to help your direct
report have a better career and experience here? Can I deliver this message with genuine empathy for
their perspective?
As a person’s team leader, it is absolutely your responsibility to help that person grow— it’s
irresponsible not to.
Feedbacking
Intention
Role
13. PERFORMING: One-on-Ones
SBI: Situation, Behaviour, Impact
Situation
Behaviour
When you're giving feedback, first define the
where and when of the situation you're referring
to. This puts the feedback into context, and gives
the other person a specific setting as a reference.
Your next step is to describe the specific
behaviours that you want to address. You must
communicate only the behaviours that you
observed directly. You must not make
assumptions or subjective judgments about
those behaviours.
Impact
The last step is to use "I" statements to describe
how the other person's action has affected
you or others.
14. PERFORMING: One-on-Ones
Goodie Time! How To Hold One-On-One Meetings
With Your Team Members
Master the One-on-one meeting
5 Steps for giving productive feedback
