Many companies have replaced annual reviews with some form of 1 to 1 meetings. These meetings can be hugely beneficial to both the manager and the team member. While they should be geared toward the team member, if done right, the benefits reach everyone.
Benefits to the Team Member:
- The bi-weekly coaching or communication sessions are for them. It is their time. Their time to share progress, ask for help and gain a larger understanding of strategy, financials and other matters that may not always “trickle down”.
- A safe place to practice crucial conversations. This 1 to 1 time, in a high trust environment, allows the team member to share thoughts and concerns they may not be comfortable sharing in a larger setting. Ideally, actions or discussions with other team members will be recommended, and subsequent coaching sessions can be used for follow-up (and accountability).
- This will also be a time for the team member to share any and all ideas for continuous improvement and innovation – a time to be heard! Again, in a high-trust environment, the team member can be free to share big, small and “crazy” ideas – that, ideally, will be captured in your innovation/continuous improvement process.
- This is also an opportunity for the team member to ensure they are focused and aligned with the department and company strategic and execution plans. All of these things are tied together … the coaching, the strategic plans, the open book management, etc. – these are all part of a cohesive mindset to help everyone thrive. Team members who know they are contributing in the right away will become great champions of the cause.
- In the end, what ultimately happens if done in the right environment, is that these meetings build trust. Trust with the manager and trust with the company. Let’s face it, there are a lot of things to be leery of in this world, so imagine how special it would be for a team member to experience trust at work. What a gift.
Benefits to the Manager/Company:
- Increased accountability. Because of the regular meeting rhythm and they way the session is structured, it becomes a natural platform to keep everyone aligned, focused and accountable to the execution tactics and the overall strategic plan.
- A constant supply of continuous improvement and innovation ideas. Just imagine the top of the funnel being added to each week, with all of your team members sharing these type of ideas. They should funnel right into your innovation database.
- Timely information. With the bi-weekly meeting rhythm, customer feedback and other types of critical information will be share on a regular, ongoing basis. This increases the speed and agility of action.
- Increased sense of leadership. When you are meeting with your team members 1 to 1 this way, and if you truly have their best interests in mind – your responsibility as a leader becomes remarkably tangible.
- #5 will be the same for the manager as it is for the team member – building trust. The best teams have the most trust. And it goes both ways – up and down the chain. The more we trust each other, the more we believe all of us have each other’s best interests in mind – that drives a culture where anything is possible. That’s where you can go from good to great.
Here is a sample of how the meeting could be structured (team member will complete this agenda for each meeting):
1. What is the most important thing we should be talking about?
2. Status update on Key Initiatives (from OPSP), if any?
- Green, Yellow, Red
3. Status update of personal or departmental KPI’s/Metrics
- Green, Yellow, Red
4. Other project, tactics update, if necessary
5. Are there any areas where you are stuck or need help?
- Next two weeks
- Longer term
6. Personal or professional development update (or guidance, if needed)
7. Any questions/comments regarding Business Model, OPSP, Finances, etc.?
8. Any product, service, customer, market or competitor feedback or insights?
9. Ideas for innovation or continuous improvement?
10. What are we not talking about? What are you hesitating to write down?
