By Nancy Padberg, MBA, President and CEO

Effective leadership and a healthy culture are built on a foundation of open, consistent communication. One of the most powerful tools for fostering this communication is One-to-One meetings. These consistent, loosely structured interactions between team members and their managers ensure everyone is aligned, engaged, and, most importantly, heard.

What Are One-to-Ones?

One-to-Ones are designated, scheduled meetings between an associate and their manager. They are typically held weekly and last about 30 minutes, though they can be longer if necessary. These meetings provide a consistent opportunity for associates to discuss their current projects, seek feedback, and collaborate with their managers. Importantly, One-to-Ones are associate-centric, meaning the agenda is driven by the associate’s needs and priorities.

Why One-to-Ones Are Essential

One-to-Ones are crucial for several reasons:

  1. Consistent Communication: Regular check-ins prevent miscommunication and ensure that both parties are on the same page. This consistency helps to avoid misunderstandings and keeps projects on track.
  2. Personalized Support: Every associate has unique challenges and giftings. One-to-Ones provide a forum for customized support and guidance, helping each team member to perform at their best.
  3. Engagement and Morale: With busy schedules, deadlines and remote work, feeling understood, heard and valued is fundamental to employee engagement and building a healthy culture. One-to-Ones demonstrate that the organization and the leadership value the associate’s input and are committed to their professional growth and development.
  4. Early Problem Detection: Regular meetings allow for early detection of issues before they have the opportunity to escalate. One-to-Ones create a proactive approach that can save time and resources in the long run.  

Honest and open conversation is a pillar of a healthy culture. One-to-Ones strengthen company culture because the meetings build trust. These meetings are a great time to share with the associates the value they bring to the organization. This is an opportunity to be deliberate with this associate and words of encouragement. This is also a great time to get to know them on a personal level; ask about their family, a vacation they recently went on, what kind of dog they have, etc. These brief conversations deepen the relationship by providing a dedicated get-to-know-you time and listening.

Conducting Effective One-to-Ones

Conducting an effective One-to-One meeting requires planning from the associate and helpful feedback from leadership. Intentional planning should not be extensive. It provides a moment of reflection on current projects and planning or what needs to be addressed in the meeting.

Intentional planning also goes hand-in-hand with goal setting. I ask my associates to set goals for the year.  We revisit these goals during our one-to-ones to provide a platform for removing barriers and talking through issues.  

One-to-One Layout

  • Frequency: Hold One-to-Ones weekly or bi-weekly with each associate to maintain consistent communication.
  • Duration: Schedule each meeting for 30 minutes. However, be flexible to extend the time if necessary.
  • Focus: Ensure the meeting is associate-centric. The associate should lead the conversation, focusing on topics relevant to their current projects and workload.
  • Agenda: One-to-ones work best when there is a clear set of projects needing to be covered. The associate should come prepared with a list of topics. For example, an associate may want to discuss the following topics:
  • Project reviews: Discuss the status of current projects, achievements, and or roadblocks.
  • Feedback: Provide and solicit positive and constructive feedback on work performance and processes.
  • Brainstorming: Collaborate on ideas and solutions for current challenges.
  • Career development: Explore opportunities for growth, training, and career advancement.

Best Practices for One-to-Ones

  1. Prepare in Advance: The associate should come prepared to each one-to-one with a clear agenda. To best prepare as a leader, review previous meeting notes to ensure you start where you left off the week prior. This allows the leader to address the necessary next steps.
  2. Active Listening: The manager should practice active listening, showing genuine interest in the associate’s concerns and ideas.
  3. Create a Safe Environment: Associates should feel comfortable discussing any topic. Building trust is essential for honest communication.
  4. Follow-Up: End each meeting with clear action items and follow up on these in subsequent meetings. This shows commitment and accountability.
  5. Be Flexible: While a structured agenda is helpful, be open to deviating from it if the associate has pressing issues or new topics to discuss.
  6. Say Thank You: As you close the meeting, thank your associate for their work. This small gesture shows your appreciation. Being thankful and appreciative of the associate’s work reminds them that their efforts are seen and appreciated.

One of my best practices is saying, “Tell me more,” during an exchange. By simply smiling and nodding, I see that my behavior creates a comfortable and uplifting environment. Also, I have noticed it is best not to respond too quickly but instead probe with additional questions, as this is where conversation can reach beyond the surface level and build the relationship. I make it a habit to ask if there is anything I can provide or do to help. Asking your associates directly if they need anything from you creates a comfortable environment for them to express their needs.

Healthy Culture is an Investment

Leaders can cultivate a culture of transparency, support, and continuous improvement by scheduling time for One-to-One Meetings. These meetings are not just about addressing immediate tasks but are also an investment in the long-term health and success of the individual and the organization.

One-to-Ones are a cornerstone of effective leadership and a healthy workplace culture. These brief yet powerful meetings facilitate consistent communication, personalized support, and proactive problem-solving. By prioritizing and conducting these meetings effectively, leaders can ensure that their teams are engaged, motivated, and aligned with the organization’s goals.

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