A few check-in questions for the 1-2-1 remote weekly meetings: 1) What went well last week? 2) What can be improved? 3) How do you manage distractions during the day? Is it a challenge for you? 4) On a scale of 1-10, how would you rate your ability to show up as your Best-Self over the last week? 5) How could I better support you?

1. PA G E 1
15Five’s 2020
Workplace Report
Achieving Organizational Success
Through Effective Managers
A 1 5 F I V E D ATA S T U D Y

2. PA G E 2
Executive summary
In our 2020 Workplace Report, we surveyed 750 full-time U.S. managers and 750 U.S. independent
contributors to understand how people are feeling at work during this time of uncertainty. We found three main
issues: managers believe they are much better at managing than direct reports do, they don’t have the right
tools and habits to do their job effectively, and these issues negatively impact organizations. While there is no
quick fix, each of these issues can be addressed with one solution: frequent one-on-one meetings.
When managers conduct regular and ongoing meetings with direct reports, they not only increase their own
effectiveness as managers but the effectiveness of their teams and company overall.
Managers have always had a tough job, but the events of this year have made managing even harder. While
most managers are doing the best they can, many are struggling, and direct reports are feeling the direct
effects. Leaders must take a hard look at how their managers are really doing and provide the necessary
tools and guidance to help them better support their reports or risk larger organizational problems.

3. PA G E 3
Table of Contents
Managers today are struggling
Direct reports are feeling the impact
What organizations need now
Top skills of an effective manager
The road to manager effectiveness begins with one-on-ones
Meetings that inspire engagement and performance
Expert tips to master one-on-ones
A research-backed approach to one-on-ones
4
5
6
6
7
9
10
11

4. PA G E 4
76%
Managers today are struggling
Managers today aren’t just dealing with their own issues, they’re
also coaching employees through theirs. With this added
responsibility, managers are feeling less prepared and more
challenged than ever before.
Compared to 53% of independent contributors, 65% of managers
say they’re finding it more difficult than usual to perform their job
effectively during the pandemic, and this feeling increases to 76%
with senior-level management.
Managers reported two primary issues:
1. The stress of the pandemic has made
work more challenging. Most people are
balancing more than ever before—both
at work and at home. Managers have the
daunting task of tending to their people’s
emotional needs just as much as their
work needs, and they don’t have the right
practices in place to do it properly.
2. They’re spread too thin. The majority of
managers have five or more direct reports,
making it more difficult to provide the
psychological and job-related support
employees need.
People reported
having more difficulty
performing their jobs
during the pandemic
of managers report
having five or more
direct reports.
Independent Contributors
Managers
Senior-level Management
53%
65%
70%

5. PA G E 5
Direct reports are feeling the impact
The increased number of stressors is impacting everyone, but managers have an extra layer of
responsibility and strain. As managers struggle in their roles, their reports are feeling the effects.
The disconnect between managers and employees can be traced back to ineffective meetings. Overall,
managers think their meetings, no matter the type, are more productive than independent contributors do.
About 84% of managers believe they’re giving independent contributors the support they need right now,
yet only 69% of independent contributors feel adequately supported by their managers.
The majority of managers (74%) find their one-on-ones to be helpful, but less than 50% of independent
contributors report the same.
The support gap between independent contributors and managers
Clearly there is a divide between managers and employees. This causes issues in the manager-
employee relationship, but it also has an impact on the organization as a whole.
“I’m giving/getting the support I need during
the pandemic”
“I feel my one-on-ones are very or
extremely helpful”
84% 74%
69% 47%
Manager Manager
Independent
contributor
Independent
contributor

6. Many managers (44%) report that they’d like more people
management or coaching guidance, and over half (52%)
express a desire to develop better interpersonal skills to
help communicate and work.
Those skills sometimes referred to as “soft,” are becoming the
power skills that managers must master. Emotional intelligence,
empathy, listening, coaching, and tactfulness are some of the
skills that leaders must support their managers in learning. Soft
skills don’t refer to how a person works, but how they collaborate
with others. Using these so-called soft skills along with the
strategic day-to-day practices creates a powerful structure and
an effective method of management.
When managers are trained with these skills, they can better
support their reports and create and environment where their
employees feel safe to speak up, are more willing to take
calculated risks, and grow and develop beyond their role.
Many managers instinctively know what they need to do their job better, and it’s not necessarily tactical skills.
PA G E 6
What organizations need now
Top skills of an effective manager
An effective manager is one who takes a human-centric coaching
approach to managing rather than simply focusing on pushing
business needs forward. Effective managers don’t just motivate
their direct reports to perform, they increase the capability of
their teams by helping individuals hone and leverage their unique
strengths, create consistent feedback loops, and challenge their
reports to reach their full potential.
Effective managers positively impact the areas that drive
organizational success, including employee engagement, growth
and development, productivity, and attrition. To be effective,
however, managers need the right tools, structure, and practices.
David Hassell, CEO and
co-founder of 15Five
Shane Metcalf, Chief
Culture Officer and
co-founder of 15Five
Managers are the
lynchpin of any
organization’s
success.”
Today, there’s a
significant gap
between what
leaders believe
motivates their
people and what
people actually
need to stay
motivated.”
“
“

7. The road to manager effectiveness
begins with one-on-ones
Most managers (74%) find regular one-on-ones very or extremely
helpful in supporting their direct reports, but for direct reports to
feel the positive impact, one-on-ones must be held frequently and
consistently. In fact, 82% of independent contributors with at least
weekly one-on-ones say they’re getting the support they need
during the pandemic from their managers, compared to 66% of
independent contributors with less frequent one-on-ones.
David Hassell, CEO and
co-founder of 15Five
One-on-ones
are an essential
management
practice,
especially
with remote or
dispersed teams.”
82% of independent contributors with
at least weekly one-on-ones say they’re
getting the support they need during the
pandemic from their managers
Support with at least weekly
one-on-ones
Support with less frequent
one-on-ones
62% of independent contributors with
less frequent one-on-ones say they’re
getting the support they need during the
pandemic from their managers.
82%
62%
“

8. PA G E 8
My manager gives me feedback that helps
improve my performance
My manager provides opportunities to do work
that is challenging and helps me grow and
develop
Compared to independent contributors who have
less frequent conversations with their managers,
employees with at least weekly one-on-ones:
- Express more trust in senior leaders at their
organization (71% independent contributors with
at least weekly one-on-ones vs. 49% independent
contributors with less frequent one-on-ones)
- Feel more comfortable bringing up problems and
tough issues with their managers (83% independent
contributors with at least weekly one-on-ones vs.
72% independent contributors with less frequent
one-on-ones)
- Are more frequently motivated to go above and
beyond their role (73% independent contributors with
at least weekly one-on-ones vs. 64% independent
contributors with less frequent one-on-ones)
- Are more inspired by the work they do (72%
independent contributors with at least weekly one-
on-ones vs. 55% independent contributors with less
frequent one-on-ones)
- Better understand their contributions and how
they help drive the company’s overall goals (85%
independent contributors with at least weekly one-
on-ones vs. 76% independent contributors with less
frequent one-on-ones)
Quality one-on-ones give managers and employees uninterrupted time together. Whether in person or via video chat,
these meetings help build trust, drive accountability, support development, and resolve issues as they arise. When
done weekly, the benefits are huge.
One-on-ones: the antidote to
micromanagement
Regular one-on-one meetings help
employees feel seen, heard, and valued.
Contrary to feeling micromanaged, we
found that independent contributors with at
least weekly one-on-ones are more likely
to feel like their manager trusts them to do
their job well.
Staying up to date with an employee’s
workload through weekly meetings helps
managers understand how their employees
are handling their work and where they
need more support and guidance.
Workers with at least weekly 1-on-1s
with monthly or less frequent
one-on-ones as opposed to
weekly one-on-ones
Frequent one-on-ones also reduce turnover.
more likely to say they are
currently looking for a new job
Workers with at least weekly 1-on-1s
Workers with less than weekly 1-on-1s
Workers with less than weekly 1-on-1s
78%
78%
58%
58%
1.4x

9. PA G E 9
Meetings that inspire engagement and
performance
One-on-one meetings are a time for managers to
learn important information about their employees,
including their primary goals, challenges, and
unique strengths. With this information, managers
are better equipped to offer useful feedback, show
recognition, and gauge the type of support their
employees require.
Compared to independent contributors who meet
with their manager less than once a week, 74%
of those who maintain at least a weekly cadence
feel their manager provides opportunities to
do challenging work that helps them grow and
develop, and 78% feel managers give them
feedback that helps improve their performance.
When employees are inspired by their work, they
naturally strive to go above and beyond. About
70% of individual contributors who have frequent
and ongoing one-on-ones feel they can often
explore new skills, projects, and ways of working,
and feel satisfied by the growth and development
opportunities their organization provides.
Engaging employees during times of difficulty requires regular and consistent human connection. As most
work today is remote or distributed, it’s easier for employees to feel like the element of true connection is
missing. One-on-ones are an important practice that managers should implement; however, to benefit teams
and organizations, managers need an efficient structure and process.
74% of independent
contributors who maintain
at least a weekly candence
feel their manager provides
opportunities to do
challenging work that helps
them grow and develop.
67% feel they can explore
new skills, projects, and ways
of working.
78% feel their managers give
them feedback that helps
improve their performance.
74%
67%
78%

10. PA G E 1 0
Conducting one-on-ones may seem easy, but just like any valuable skill, they take time to master. 15Five instills day-to-
day practices that deliver transparency, accountability, and high-quality feedback.
Below, Director of 15Five’s Best-Self Academy, Jeff Smith, shares his advice for conducting more quality one-on-ones.
1 | Amabile, T., & Kramer, S. (2011). The progress principle: Using small wins to ignite joy, engagement, and creativity at work. Boston, MA: Harvard Business Review Press.
2 | Amabile, T.M. & Kramer, S.J. (2007) Inner Work Life: Understanding the subtext of business performance. Harvard Business Review, 85(5), 72-83, 144.
Expert tips to master one-on-ones
A step further: Ask employees these four questions each week
1. “How are you… really?” Make time to demonstrate that you care about the person by genuinely
asking how they’re feeling. Notice and take notes on the individual’s whole life, not just their work life.
2. “What’s going well?” Make time to celebrate every win—big or small. Don’t forget to show your
excitement and build them up with encouragement.
3. “What have you learned?” Talk about what’s going well and what can be improved. Ensure that your
people are prioritizing their growth as well as their goals.
4. “Anything else?” Allow them to share missed opportunities, failures, mistakes, obstacles, and more.
This question helps deepen relationships and can create more valuable coaching moments.
By mastering the art of one-on ones, managers can guide their employees’ growth beyond what’s expected of them at
work and help them navigate the added stressors people are facing today.
1. Prepare beforehand. Periodically review notes from past meetings. Consider the employee’s commitments,
strengths, motivations, and preferences. What are they working on personally and professionally?
2. Be fully present. It’s obvious when you’re not, and people tend to be more present when you’re present. If
you’re checking email or your instant message, that becomes more important than the person you’re talking to.
If you need a few minutes to finish another conversation, apologize, ask for the time, and then fully commit to the
conversation as soon as you can.
3. Create positive energy. Effective managers often express that they value their people and their contributions.
Acknowledge meaningful progress on your employees’ work1
, and encourage them by recognizing their
strengths and capabilities2
.

11. PA G E 1 1
A research-backed
approach to one-on-ones
With 15Five, managers are given the tools and day-to-day practices to
increase the quality of relationships with employees. Leaders can also
help their managers become more effective coaches through our Best-Self
Academy educational courses and Transformational Services workshops.
15Five 1-on-1s
This research-backed feature not only gives managers a trusted structure
to conduct more meaningful 1-on-1s, but it also gives leaders visibility into
the conversations happening between managers and employees every
week—all in a single solution.
Best-Self Academy
Our free flagship certification for leaders and managers includes over
twenty video lessons to improve communication and feedback, and guide
practices, like reviews, 1-on-1s, and objectives.
Transformational Services
Our Manager Accelerator workshop involves a series of face-to-face
trainings with a team of experts to teach new or experienced people
leaders about the skills needed to conduct effective 1-on-1s, offer
meaningful feedback, and coach successful teams.
Using the holistic 15Five solution, managers will learn how to create
a healthy routine of communication with employees that facilitates
transparency and builds a foundation of trust and honesty. These benefits
will not only help increase their effectiveness as managers but will help
elevate the effectiveness of the entire organization.
Interested in learning
more about 15Five?
15Five is a leading people and performance platform that instantly upgrades every manager. Combining
employee engagement, continuous performance management, and manager effectiveness software with
education, services, and community, 15Five provides a holistic solution to create highly engaged and high-
performing organizations.
With features that include the Check-In, Objectives (OKR) tracking, recognition, 1-on-1s, the Best-Self Review®,
and engagement surveys, our evidence-based solution deepens the connection between employees,
managers, and peers by empowering transparency, meaningful conversations, and effective feedback. Over
2,200 forward-thinking companies use 15Five to bring out the best in their people, including Capital One,
Credit Karma, WPEngine, and HubSpot. Learn more about 15Five at www.15Five.com.
Shane Metcalf, Chief
Culture Officer and co-
founder of 15Five
15Five’s holistic
solution instills the
day-to-day habits
that ultimately create
highly-engaged and
high-performing
organizations.”
“
Try our 1-on-1 feature for free