Did you know one in four employees don’t have regular 1-1 meetings with their boss? As an executive coach, the reason I hear most commonly for not holding regular 1-1’s is “I don’t have time,” followed closely by “my direct reports communicate with me all the time, we don’t need a formal meeting.”
True Story
The “my direct reports communicate all the time” is what drove me to hold routine 1-1’s, and it fed reason number one: I have no time!
Leading up to becoming a standing 1-1 meeting believer, I had six area managers reporting to me.
One thrived on being wound up. Many encounters through each day sent her into high-alert mode, prompting the need to immediately share, get direction, or request action from me.
Another took “over-communicating” to a new level, not only keeping me “in the loop” but needing to share in-depth history and details on everything. It was kind of funny… the response to “what happened” would start with “well, I was born in LA” and eventually work its way to the current topic. He was also the one who, if I didn’t answer my desk phone, would immediately call my cell, then text “call me please.”
Two were recently promoted and needed systematic training, mentoring, and guidance.
Number five was like the other half of my brain. He embodied strengths that were not mine. His daily calls were often checking on me and asking how he could help. (The ONLY direct report I’ve ever had who actively considered me in the daily busyness, and proactively identified ways to help make systems, analytics, data, etc., easier and more efficient.)
And then there was number six. The furthest away geographically, with a unique territory and unusual challenges. He could be hard to pin down and prone to going MIA. He wasn’t asking for time every day, but I needed to stay in his loop.
I implemented routine 1-1 meetings out of necessity, but the speed of the ROI surprised and delighted me!
What Effective 1-1s Look Like
I decided to write about this topic because 1-1’s have come up in different ways recently. One client and his team are holding occasional 1-1’s but feel they need training on how to run them. Another, like my story, needed to create time and we talked about how standing 1-1’s can help. A third is working on revamping and systematizing communication norms and wants to incorporate them into their leadership practices.
So, what’s the recipe for effective 1-1 meetings?
- They are standing meetings and the time is protected; the bar is high for rescheduling.
- Bi-weekly 30-minute meetings worked well for me. I have clients who prefer weekly, and some set them for an hour. It is the consistency and content that makes them effective, so see what works best for you and your team.
- Remember, this is guaranteed 1-1 time, not the only interaction you’ll have with your direct reports.
- Roughly 75% of the agenda is theirs: priorities, barriers, questions, goals. The other 25% is yours, for the things they can’t see from their seat, like feedback and context. This isn’t the time for routine updates, but time to go deeper with and for them.
- End with clear next steps. Open the next one by checking on them. The follow-through turns a friendly chat into a trusted system.
The Value-Add of 1-1s
My anecdotal results with 1-1s are supported by Harvard Business Review.
Done well, routine 1-1s build trust, create clarity, encourage growth, and improve engagement. All while helping you manage your time.
When not part of a leader’s communication tool kit, direct reports can feel disconnected functionally and emotionally.
For the Individual.
This is the time your direct reports know they have your full attention to discuss the things most helpful for them. The routine enhances their growth, as it is the arena for timely feedback and guidance.
For You.
Standardized 1-1s dry up the steady stream of “got a minute?” interruptions, as most day-to-day information sharing and questions can wait. You stay current on individual wins, struggles, opportunities, and capacity. You stay connected to who your direct reports are, as humans, too.
For the Team.
Your direct reports are likely to reflect onto their teams what you model for them. Effective 1-1s have a multiplying positive effect.
The Wrap
If your 1-1 communication only happens on the fly or when something is wrong, I encourage you to experiment with standing, meaningful, 1-1s.
Explain your why; share responsibility for making them valuable; and be consistent. Effective 1-1’s may feel clunky or perfunctory at first. That’s normal when we start anything new. Keep at it anyway.
This simple tool may be the one that solves some of the puzzles you haven’t yet cracked.
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Author Karen Pelot, MBA, MDR, PCC is the founder and lead executive coach of PERSPECTIVES, where she partners with leaders to build high-trust, high-accountability, high-performing teams.
