Reflecting on my first year in management, I took a close look at what worked well, what didn’t, and where I could make the most impact as a manager. Andrew Grove’s timeless wisdom in “High Output Management” resonated with me: “the manager is ultimately responsible for the output of his division… a manager needs to focus time on the area of highest managerial lever or influence.” In essence, managers have four primary tools at their disposal:

1. Information gathering
2. Decision-making
3. Nudging (influencing behavior to foster growth) / Performance Management
4. Hiring

Leadership isn’t about doing all the work solo; it’s about empowering others. As I mapped out the value chain of my sales team, I realized that the most pivotal meeting for utilizing three out of the four tools mentioned above is the 1:1 with individual team members. Thus, running these meetings effectively became paramount for our organization’s success. With that in mind, I’ve compiled some key insights, proposed changes, and my expectations regarding these changes to share with you. Leadership and management are ever-evolving processes, not exact sciences. I invite you to share your ideas and insights in the comments below, fostering a collection of valuable knowledge for others to learn from and grow.

What is a 1:1

Andrew Grove simplifies it: a 1:1 is a meeting between a manager and a subordinate or between peers, with our focus primarily on the former. The purpose is to establish a regular touchpoint for discussing important topics and gauging each other’s headspace. These meetings serve as critical tools for building better relationships and trust, gaining insight into the other person’s perspective, addressing problems, tracking progress, and driving predefined agendas centered around individual development, business priorities, and career growth.

Throughout my experience in various companies, 1:1s have always been a staple. However, they often face the challenge of devolving into casual coffee chats that lack direction. This isn’t to downplay the importance of such conversations, but it’s crucial, in my opinion, to distinguish between the two and remain mindful of when each type of interaction is appropriate.

My Key Insights on 1:1s

Communication of expectations for the meeting and per-defined ownership are critical

To ensure effective 1:1s, it falls on the manager to kickstart a dialogue about the purpose of the meeting. Understanding the employee’s perspective and tenure within the company is key, as expectations and agendas may vary accordingly.

Manager’s Responsibilities:

• Propose a clear agenda and discuss it with the employee, adjusting as needed to incorporate their critical points.
• Offer support and guidance on important aspects for the employee, remaining dependable.
• If support beyond the manager’s expertise is required, involve additional individuals from the corporate or external network to assist the employee.
• Arrive prepared by reviewing materials provided by the employee, developing a well-informed perspective to add genuine value during the shared time.
• Implement a shared document or application to track action items and review progress with employees, ensuring accountability.

Employee’s Responsibility:

• Prepare discussion points before the 1:1, dedicating focused time within the operating rhythm for this task rather than treating it as an afterthought.
• Share relevant materials with the manager to facilitate preparation on their end.
• Practice transparency; hiding issues adds no value. Addressing concerns promptly, even when they seem minor, is crucial (“bad news early is good news”). Additionally, it’s acceptable to admit when you’re unsure about something; honesty is key for progress.

Creating a safe environment within the 1:1 context is paramount for the manager. Avoid blaming the messenger if expectations aren’t met; instead, stick to facts and leave emotions aside.

1:1s should be a reflection point for team members

As employees are accountable for specific tasks and areas of the business, the 1:1 serves as an opportune moment to review their performance in these domains. Crucially, employees must maintain a realistic view of their performance and identify areas where they require support.

Hence, the preparation and contemplative process required to navigate the 1:1 agenda are as beneficial to growth-oriented employees as the meeting itself. Often, calendars brim with tasks and responsibilities—both personal and professional—leaving little room for reflection and introspection. Yet, this reflection is vital for individual growth and career advancement. It prompts individuals to discern what truly matters in their roles, aiding them in improving and prioritizing tasks within their operational rhythm. Consequently, this practice mitigates stress and enhances productivity.

A significant realization for me was that people will perpetually be swamped with tasks. However, by compelling them to pause, reflect thoughtfully, and prepare for 1:1s, we significantly enhance focus, alleviate overwhelm, and consequently, amplify productivity and job satisfaction.

Team member’s reflection and self realization is more important than sticking to the schedule

One critical insight, albeit challenging for managers and leaders to implement, is this: if 1:1s are unprepared or lack a clear agenda, it’s imperative to cancel them. If individuals are too overwhelmed to prepare, then granting them back that time allows for introspection and emphasizes the importance of prioritizing these meetings in the future. People will engage in preparation when they comprehend the rationale behind it and perceive the overall value of the meeting.

Consistent lack of preparation by an individual warrants a crucial conversation. Explore whether the meeting fails to provide value to the employee, if personal matters are impeding their focus, or if there are underlying performance issues that need addressing. By addressing these concerns directly, managers can foster a culture of accountability and ensure that 1:1s remain meaningful and productive for all parties involved.

Discipline on documentation of actions and follow-ups are critical

During particularly stressful periods of the quarter or year, it can be tempting to let the discipline of closing meetings with clear actions or reviewing past weeks actions slip. It might feel acceptable to make an exception, just this once. However, this lapse does have consequences—it leads to forgetfulness, delays, and missed critical developments.

Maintaining discipline in setting clear actions at the end of meetings is essential. Forgetting tasks impacts the entire team, hindering progress and potentially jeopardizing crucial outcomes. As a leader, it’s vital to uphold standards even when it’s challenging. By setting a precedent of accountability and discipline, you foster a high-performance culture where team members can build their capabilities, leading to career growth and higher incomes for all involved.

Staying disciplined, even during difficult times, yields better results and cultivates a work environment that prioritizes growth and predictability, benefiting everyone involved in the long run.

1:1s are a sounding board, don’t try to boil the ocean – find more time if necessary

This is maybe my most critical mistake. For people who know me – maybe not surprisingly 🙂
I tried to boil the ocean and change the development of the whole mankind in every single meeting. 

Instead of overwhelming 1:1 agendas with an exhaustive list of topics, prioritize discussions based on what’s critical at the moment. Focus on areas that require regular attention to ensure responsibilities are being met, development is progressing, and team members feel supported.

For topics that require deeper exploration or dedicated attention, consider scheduling separate meetings with ample preparation time. This approach allows team members to prepare thoroughly, think critically, and contribute meaningful ideas, rather than rushing through discussions and jumping to solutions.

While it may be challenging to resist diving into urgent topics during meetings, limiting the agenda to essential matters helps reduce stress for team members and promotes smoother, more predictable business processes. Finding this balance ensures that meetings remain productive and valuable for everyone involved.

Conclusion:

From my perspective, running effective 1:1s is part of the highest managerial skills. It is a key tool to influence developments, develop people and gain insights that would not be possible in a group setting. It is a trusted, secure environment to talk, build careers, share personal struggles and find solutions to business problems.

What is your perspective on 1:1s? How do you run them, how do you experience them with your boss, and what are your wishes when it comes to them? I am excited to hearing from you.

And in case you are looking for a career opportunity in an organization that fosters personal growth, progression and development – Please let me know via E-Mail, LinkedIn or Phone.