While sometimes it can feel time-consuming, especially if you have several direct reports, the return on investment is worth it. When you actively engage employees, ask questions, sense body language, and respond to and with feedback, it shows the employee you care about them and their success. It motivates them to perform at a high level.

1-on-1s also benefit the leader. They are a perfect opportunity for the leader to develop coaching skills by learning to listen and provide guidance and feedback. The leader can better support employee performance and overall team success by becoming a better coach.

Here are some things to remember:

• 1-on-1s should be held at least once a month but could be as frequent as weekly. What’s important is taking the time to spend with each of your direct reports individually and honoring that time. Avoid frequent canceling; it communicates that meeting with your staff is unimportant to you.
• A little structure for these meetings can go a long way. With preparation and a collaborative plan, 1-on-1s can be very effective. Just like with how often you hold 1-on-1s, there is no one way to structure these meetings. Some leaders like to set the agenda themselves, and others prefer to place this responsibility on the employee, allowing them to take ownership and bring forward topics they feel are essential.
• No matter how you structure these meetings, 1-on-1s should focus on work and development. Development can seem personal at times and even a little uncomfortable, so it helps to keep these discussions work-related.
• Discuss challenges about where they may need assistance, support, or more training. Encourage them by reminding them that gaps are not necessarily harmful. It shows that they are being challenged and stretched. It reveals areas they can grow in, which only adds to their success – this is positive news. They have an opportunity to improve, grow, and become more successful.
• Hold staff accountable. Holding people accountable is as much an art as it is a science. It only becomes punitive if you wait. Set clear expectations during a 1-on-1 and follow up with any coaching before the deadline. When discussing failures in real time instead of weeks later, accountability transforms from punishment into care.
• Culture check. Performance should not be about meeting goals at any cost; that could be disastrous in many ways. Ask questions to gauge how employees incorporate the company’s core values and how they see their contributions work toward achieving the organization’s mission.

Engagement check-in. Ask questions to gauge the employee’s engagement and satisfaction (or dissatisfaction) with the job and the company. Questions to ask could include:

• What makes you excited to come to work?
• What would make your job more exciting?
• What would cause you to find another job?
• Are there any talents of yours we’re not using?
• Would you reapply for this position if you had to do it all over again?
• Recognize wins. Praise is a limitless resource, so celebrate often, even with small successes.
• Create action items. Action is necessary to move the employee along in their work and growth. Set clear expectations and timelines and follow up.

There are a few questions you should consistently ask:

• What is going well?
• What is not going well?
• Do you have the resources you need to get the work done?
• What support do you need from me?
• What challenges are you currently facing?
• What do you need from me that you’re not getting?

When having developmental conversations, lead with strengths and weave in opportunities. Starting with negatives will immediately place employees on the defensive. When this happens, they stop listening, even if the remainder is praise.

You can prevent putting employees on the defensive by celebrating wins, no matter how small. Highlight recent contributions and thank them for their time and effort. Conversely, suppose you begin the conversation with their failures and struggles. In that case, it knocks them down. It makes it almost impossible to encourage and motivate them again in that same conversation.

In Summary

• Coach (not judge) is one of the most important roles you have as a leader.
• 1-on-1s are an effective tool to help you fulfill this role.
• 1-on-1s should be regular, consistent, and valuable.
• 1-on-1s should be a time to review work and development.

You will find that by taking the time to incorporate these meetings into your schedule, you will stay “in the know” without micromanaging, feel more comfortable delegating tasks, develop yourself in coaching, and have more engaged, successful employees.