Bobbie Shreiner is the President of Progression Partners, a professional development company that works with leadership teams to unlock their innate potential. She is the master of one-on-one meetings and shows leaders how to use them to strengthen their culture.
The secret to these meetings is the personal connection you make with your employees. When they see you’re invested in their development and you truly care about their life, they’ll naturally become more engaged. Not only that, but you’ll also uncover “inside information” in the meetings you can use to improve your organization.
However, Bobbie stresses these conversations take practice. At first, they may seem a bit awkward. After all, sitting down for such direct, purposeful discussion isn’t normal. But if you stick with it, you’ll quickly experience the powerful impact they can have. Listen in to hear how to incorporate these meetings into your organization.
Truth You Can Act On:
- Put it on the calendar. Having regular, uninterrupted one-on-one meetings is a free and effective way to build relationships with your team members. For best results, schedule your meetings on a recurring basis. This could be weekly or bi-monthly; the key is consistency on the calendar.
- Have an agenda. Make sure your one-to-one meetings always have a structure. A good one to use is the SWAT format—Strengths, Weaknesses/Challenges, Opportunities for improvement and development, and Threats. Following this structure ensures an efficient conversation where all important discussion points are covered.
- Learn to listen. Listening is the key to being a good coach. Not only is it an easy way to build trust, but it also allows you to uncover frustrations and challenges before diving into possible solutions. So ask great questions, sit back, and listen up.
- Build in accountability. Accountability is the core of one-to-one meetings. Make sure you’re taking good notes and following through on what was discussed in the previous meeting. This ensures there is consistency and accountability in doing the things we say we’re going to do.
Nikki’s Book Recommendation:
- Article – “Can You Say What Your Strategy Is?” in Harvard Busines Review
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