Today I want to talk about how to conduct one-to-one meetings.
First, about why they are needed at all. One-to-one meetings are one of the tools for team development. At these meetings, you gradually, systematically build relationships with the employee. Transparent, clear relationships in which it becomes possible for the employee to develop. As a result, these meetings work for the adaptation of employees, for their motivation and retention.
It is important to discuss not only tasks at the meeting. Here is a rough outline for a one-to-one meeting.
1. About the employee . It's worth starting with this. Ask how he is doing, what is going on in his life.
2. Tasks . What are his tasks now, what are their deadlines, what are the problems.
3. Motivation . Important point, please do not ignore it. It is necessary to clarify the employee's motivation at each meeting. Ask him how his tasks are, what he likes and what he doesn't.
4. Company . Here you return the employee to the fact that he is part of the company, that he is an adherent of a certain group. Share company news with him and ask how it is for him, share information about the team and also ask how it is for him. Thus, you secure the person's involvement.
5. Working with the team lead . The most uncomfortable question. You can ask in the forehead: "How do you work with me?" or in a roundabout way: “What would you like to improve in our interaction, how do you like one-to-one, what would you like to bring to one-to-one”, etc.
6. Crises . If there is a conflict, perturbation in the team (for example, when everyone starts working from home due to a virus), do not try to pretend that nothing has changed. Explain to the employee what is happening, ask how he feels inside all this. You can reduce his anxiety in this way. Nowadays there are many challenges from the world that force employees to act differently. And it is important for us to understand whether tomorrow the project will be left without an important employee, for his personal reasons.
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It is very important to record all agreements with the employee. You can ask him to send you a letter during the day after the meeting with what he took from your dialogue. If he took too much on himself, write to him - this and that, but let's leave this for the next time. If you took too little, then on the contrary add - take this one more.
It is quite difficult for a manager to strike a balance between employee support, interest in his tasks, his development and hyper control. In this place, please be especially attentive to yourself and your employees.
Take care of yourself!