Enabling organizations & teams to create their own textures (values, beliefs, behaviors) so that they know how they want to collaborate, engage and innovate. // Facilitator for Change & Culture
As a leader, how many One-on-Ones do you have with your team members? Once a year? Twice? Every quarter? Every month? Every other week? When I started off my career, I had one One-on-One per year. It's purpose: performance management and the annual rating that would determine some sort of bonus. Of course, I did see my manager often during the week - in the hallway, in a team meeting, for a project conversation. Quite understandably, the annual One-on-One with them was scary, and it preoccupied my mind long before the actual meeting. Then, when joining HBOS (soon after to be merged with Lloyds TSB to form Lloyds Banking Group) Trina Case (Kellaway) was my boss. With her, One-on-Ones became a regular conversation in my calendar. They did not have anything scary or daunting. We talked about us - and, most of the times, about me as her team member: the things that brought me joy; the struggles I had; the projects I worked on. I realized two things: 🌱 I opened up much more sharing feelings, worries and dreams. 🌱 I was more motivated because I knew I was seen and heard. Trina listened to me, and offered alternative views, ideas and recommendations. When in sessions or trainings with leaders today, I always stress the importance of having regular One-on-Ones with their team members. Because I know the difference. Because they do make a difference. What has been your experience with One-on-Ones so far? (And yes, this is a big shout out to Trina for having changed and shaped my perception of One-on-Ones quite a few years ago...let's not yet call it twenty but we are not far off....) #oneonones #texturalize #culturechange The Texturalists [Photo by Anna Kozlova on Pexels]
Elena Efimova
6mo
I have them on my communication plan. Normally it’s up to the specific and intensity of the project, and the size of the team, but one-on-ones make a huge difference.
Susanne Heiss what a lovely post, and thank you for the shout out! It can't possibly be (ahem) 20 years ago... can it!? You're so right about the importance of one-to-ones... for me they've always essentially been about understanding someone's motivation, and then working with them to support and help them achieve their personal and professional aspirations and goals. Listening more than talking, coaching rather than telling and (my favourite Stephen Covey habit) always seeking 'first to understand and then to be understood' - I am still striving to do this in everything I do today! ❤️
Tobias Leisgang
6mo
Every week. I highly recommend the Manager Tools episodes on 1on1s: https://www.manager-tools.com/map-universe/one-ones
Drupal-Experte | Digitale Projekte | People & Culture | #GernePerDu #Open-Source
6moI think it's great that you're addressing this topic. In my view, one-on-ones are too underrepresented in companies. I've been holding one-on-one meetings with our erdfisch for around six years now. Around 20 minutes with each of them every two weeks. The investment in time is huge with the 10 employees we have - but it's worth it. For everyone. For the employer, for me and for erdfisch as a company. Not only do the quiet ones get the chance to speak, but the small sensitivities also have their space to be addressed - before they become really big. As you write, employee appraisals lose their fright and also gain depth and context. After all, changes that become apparent at work can have their origins in private or personal matters. Context can only be established through a trusting discussion. This gives me the opportunity to support and understand. I don't want to give up one-on-ones, because they are so important and valuable to us.