By Bryan Rusche
3dman_eu / Pixabay
We’ve been conducting one-on-one meetings since our company’s inception. These meetings weren’t taught to us, they just sort of happened. Through experience, we learned that encouraging managers to meet with each employee individually once a month, following a standard process, was the most effective way to build relationships between them. After doing them a few times, we noticed improvements in how teams worked together and how managers and employees collaborated. They became more aligned with objectives and goals, and employees were more engaged, productive, and motivated.
We wanted to find out if other managers and employees found the same value in one-on-ones that we did, and also how they conducted these meetings. So we decided to conduct a study, surveying 1,000 managers and employees across North America. We learned that although one-on-ones are common in many organizations, people’s expectations and feelings about them vary considerably.
The study revealed that although managers and employees agree that one-on-one meetings are incredibly important, they disagree on how well they’re being done.
We asked a lot of open text questions in our survey. While this made it a lot more challenging to organize the information, it was a great way to capture less biased insights on people’s thoughts and feelings about one-on-ones. After reading through thousands of responses, you appreciate certain things that categorizing data into graphs will not always tell you.
Here are, what we believe, the most important things that we took away from all the responses
Managers and employees agree that one-on-ones are important
While one-on-ones are a common practice in many organizations, people’s expectations and feelings about one-on-ones vary considerably. One thing managers and employees do agree on is that they are important.
But they don’t agree on how well they’re being done
However, there isn’t necessarily agreement between employees and managers on how well they’re being done. Managers as a whole were more bullish on the positive impact one-on-ones were having on their team.
What makes a one-on-one either motivating or demotivating?
Let’s start with understanding what makes one-on-ones a motivating experience for employees. We categorized the open text responses into themes. You’ll see some examples of the responses aligned to categories in the image below. Half of the employees responding to the survey felt that the most motivating part of a one-on-one was getting the help they needed to be successful in their role.
On the flip side, here are some of the examples of responses from the employees that completed the survey on what makes a one-on-one a demotivating experience.
What’s a good sign that you’ve had a good one-on-one?
What was interesting about the responses to this question was that while there were some similar themes, the popularity of those themes in manager and employee responses were quite different. The most popular sign of a good one-on-one for managers was two-way communication with both the manager and employee actively participating in the conversation. The sentiment for the most popular Go to the full article.
Source:: Business 2 Community