Hold Effective 1-on-1 Meetings
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Managers are one of the top five reasons employees leave companies. Why? Because managers struggle with having meaningful & effective conversations with their team. Help your managers lead effective 1-on-1s and learn: - The importance of creating a continuous feedback culture - How meaningful conversations drive engagement - Frameworks for successful 1-on-1s - How to get buy-in & roll out a successful program To request a demo, visit www.youearnedit.com/demo
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Hold Effective 1-on-1 Meetings
- 1. Webinar: How to Hold Effective 1-on-1s A 45-minute webinar on the manager role and creating a culture of continuous feedback.
- 2. Presenters Autumn Manning Co-Founder & CEO YouEarnedIt Kim Dawson Director of Employee Experience YouEarnedIt
- 3. Quick Recap: a Culture of Communication Roadmap for Success Frameworks for 1-on-1s Equipping Your Team Overview & Agenda
- 4. Recap: Communication Matters When building a strong culture of highly engaged people, we need clear communication across the business. Employee to employee communication Manager to employee communication Company to employee communication
- 5. The Business Case Why 1-on-1s Matter Get ahead of Turnover Managers are one of the top five reasons employees leave companies. Engage Employees Employees are more engaged when managers clearly communicating expectations and other needs. Improve Performance Engaged and aligned employees are more productive and help boost the bottom line.
- 6. Employee Engagement Why 1-on-1s Matter Build Trust Employees need to feel connected to someone at their company, reassure them that they have an ally Establish Credibility Show employees their feedback is being heard and acted upon Understand Impact Reinforce how their work is benefitting overarching goals of the company Meet Expectations Employees need to know they are meeting the expectations of their role and manager; help create accountability between both parties Develop Professionally Discover their career goals and have development conversations to help reach them
- 7. Your biggest asset, hiding in plain sight Companies are shifting away from annual performance reviews and rethinking performance evaluation. Managers can be a major asset for performance: ● Highly-engaged managers keep employees connected and add meaning to their work, and build trust with the company. ● Employees of highly-engaged managers are 59% more likely to be engaged themselves. The Manager
- 8. Build credibility and trust Remember the 6:1 ratio. In order for any relationship to work, you need to have 6 positive interactions for every 1 negative interaction. Understand the why, before the what Task masters are not going to be as successful as managers who explain the impact the employee has on the business. Don’t assume you are aligned. Trust but verify. Assume they have something to teach you Create an open forum on being successful. Feedback should flow both ways between managers and employees. Avoid distractions, and practice active listening. The Manager Things to Remember
- 9. The Start, Stop, Continue Framework Inspired by the CHRO. What should I start, stop, or continue doing? The Agenda-Based Framework Inspired by the CEO. Prep for 1:1 with a clear agenda to discuss The Goaling Framework Inspired by the COO. Cover company, team, and individual goals. Frameworks
- 10. Use this when... Employees show they need help balancing their workload and prioritizing behaviors. Suggested schedule: monthly/weekly Start Think of things the employee should start doing in order to accomplish their goals more efficiently. Stop Think of things that the employee should stop doing. Approach this in a positive framework that encourages the employee. Continue List things that the employee is already doing well and should continue doing. Reverse Now reverse the process. Have the employee think about one thing that you should start, stop, and continue doing. Start, Stop, Continue
- 11. Use this when... Employees and managers need time to prepare for the conversation. Suggested schedule: weekly Prepare Ask the employee for questions, input, or concerns before the 1-on-1. Establish Agenda Add the employee's input to additional questions, concerns, or observations. Distribute this agenda beforehand via email, messaging, etc. Discuss Attentively Listen closely as employee's agenda items are covered, then discuss other items or challenges. Next Steps Ask how you can help with any challenges discussed. Set expectations for changes being made moving forward. Clearly outline actions for next week. Agenda-Based
- 12. Use this when... Employees want to focus on clear, established goals, and see their impact on the bottom line. Suggested schedule: Weekly or biweekly Prepare Write out concise, S.M.A.R.T. goal statements and break them out into individual, department, and company levels. Spreadsheet Add each goal to the spreadsheet; track progress toward each goal since last meeting, barriers, needs. Follow Up Discuss what's been accomplished, positives seen, and challenges encountered. Set Expectations Cover deliverable dates for goals moving forward, gather input about goals, and establish future check-in dates. Goaling
- 13. Prepare Be prepared to share any observations regarding the employee’s performance since your last meeting. Follow Up Have you accomplished any tasks set in our last meeting? Have you run into any obstacles or challenges? Make Sure You... 1. Understand the day-to-day life of the employee 2. Connect on a personal and business level 3. Review performance 4. Set expectations 5. Schedule follow up 6. Understand career development needs 7. HAVE THESE REGULARLY! Checklist
- 14. Make it happen Pick a Framework There's not a one-size-fits-all approach; depends on the employee Commit to a schedule No fewer than once a month; DO NOT cancel them Check-ins These aren't just progress updates; understand mental status Find solutions Listen to needs attentively; create action plans to resolve them
- 15. Rolling this out across the company 1. Get executive buy-in. 2. Schedule a (no less than) two-hour training session for managers — the more attend, the better 3. Reinforce the why: Present why 1-on-1s matter to employees and the company overall 4. Once managers buy in, walk them through 1-on-1 framework options (we’ve provided three) 5. Budget 15-20 mins to think about 1-on-1s with direct reports; gather ideas for their approach 6. Split into groups of varying experience; discuss what success will look like for them Note: No tricks or "fun" game activities. Walk away equipped with effective 1-on-1 approach. The end consequences are bigger than this training exercise.
- 16. Request a Demo! Would you like to see how your company can boost employee engagement and bottom-line results with YouEarnedit? Request Demo https://youearnedit.com/request-a-demo/
- 17. 206 E 9th St, Ste 1502 • Austin, TX 78701 • (512) 522-1973
Hinweis der Redaktion
- Autumn owns The one we will focus on today is the manager to employee communication This recap is why we’re doing this webinar in particular. Culture of continuous communication; this theme keeps recurring so this slide is to reinforce that; Employees want to know where they stand in a company, what’s the value, ect.
- Autumn owns State the business case - what happens when you don’t have them (Statements come from stats in Gallup's 2017 State of the American Workplace report) Design notes for this slide: Need visuals to represent these points rather than bullets. The 2nd point → communication → is not compelling enough. Maybe it’s something like INCREASED communications = INCREASED trust = INCREASED alignment to what is important. Success bullet: not sure I understand this point. By connecting employees to how their results impact the business? One-on-ones matter from a business perspective: reduce turnover, manage performance, satisfy employee needs for the business, this is how to see how the employee is performing
- Kim owns This slide drones on. The content is gold but it’s not very interactive. How do we enhance the talk track on this one?
- (Stat comes from Gallup's 2017 State of the American Workplace report.) Stay engaged and how what they are doing impact in the busineess. Meeting the employees
- Things we want you to remember when you are doing 1-on-1’s Maybe tell this story → We’ve all had to sit there and take it from someone we don’t trust. Someone we aren’t really sure of. So, think about this: 6:1 WHY:
- You don’t have to all do it the same way; but we’re all going to get to the same place
- START coming to my team meetings so you know what’s going on. STOP excluding me from those meetings with my team. CONTINUE including me in the all hands communications.
- This is a team meeting but can also be used for a 1-on-1 I always start with the goals for the quarter. And I ask them to write their update and thoughts accordingly. I do it with the team I do it with all the sales reps
- To make sure your goals are clear and reachable, each one should be: Specific (simple, sensible, significant). Measurable (meaningful, motivating). Achievable (agreed, attainable). Relevant (reasonable, realistic and resourced, results-based). Time bound (time-based, time limited, time/cost limited, timely, time-sensitive). DASCH: Other thing folks need to understand is breaking up longer term goals into weekly activities.
- You don’t have to all do it the same way; but we’re all going to get to the same place
- Goals as a manager: remove barriers to success; giivng them the ability to sail smoothly, to have an open road, to know what’s expected of them and support them to acheiving those goals. If there is something that requires regular check ins, make sure those are scheduled
- Not employees are the same, you might need to switch formats for different people; prepare ahead of time and have better converstaions in the one-on-ones Recommendations: At least once a month Regular check-ins I don’t know how to do this with x employee