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Performing

Regular One-on-Ones
REGULAR REPORT
INTRODUCTION
TEAM MEETING (Key Results Achieved/
Not Achieved)
(Get to know, Team Bonding (Regular Tracking of the Plan
Induction to the function/area)
and Team Performance, Team TRANSITION
Review)
(Knowledge, Skill, Attitude
and Document Transfer)
PLAN REGULAR
ONE TO ONES
DEBRIEF
(Co-creation of Team Purpose, (Tracking and Coaching of (Team Experience Debrief,
Expectations, Goals, Strategies, Individual Performance and Key Learnings, Next Steps)
Budget, JD, Deadlines) Personal Goals, Feedback)

TEAM DAY
PERSONAL GOAL
SETTING
(Team bonding, Team
(Set the Individual Goals and a c t i v i t i e s ,
Action Plan, Make Personal Appreciations)
Goals for Development)
PERFORMING: One-on-Ones
What is One-on-Ones ?
They are conversations between team leader
and team member that usually last 45
minutes, where they reflect on what is going
well and what needs to change.

Regularly, the Team Leader hosts One to Ones with individual team members for
Tracking and Coaching of their Action Plans and Personal Goals.
-Tracking Individual Performance: Check overall achievement of the individual
action plan, recognise achievements and coach for higher performance.
- Personal Goal Tracking/Coaching: Check achievement of personal goals and set
higher/new personal goals.
- Feedback: Team Leaders should give regular feedback when they see behaviours/
actions that can be improved.

One on ones are great for team members because:


REGULAR 1. It helps them understand their contribution to the big picture strategy and goals.
ONE TO ONES
2. They know how well they are doing.
(Tracking and Coaching of 3. It helps them to adjust if they aren’t on track.
Individual Performance and 4. They are given a voice and forum in which they can talk about issues affecting them.
Personal Goals, Feedback)
5. It strengthens their relationship with their team leader.
PERFORMING: One-on-Ones
What are the steps to deliver great One-on-Ones

Learn your team’s preferences and profiles. When someone joins your team, you can them to fill a
Step One: personality test that will help you about how they like to be managed, how they like to communicate,
Preparation how they like to work with a team and how they like to receive coaching or feedback. Also during your
team experience, you will get to know them better.

This is their time! A one-on-one is not a time for you to dump information and tell people what to do.
Step Two: Instead, treat it as time to check in on how the whole person who works with you is doing. Are they
Listen
happy, fulfilled, learning, growing? Are there problems you can solve together? How can you support
this person?

Support through life difficulties and leadership difficulties. Make sure you explore both spheres of
Step Three: your team member’s journey. In order for them to excel in leadership development, their lives need to
Support
somehow be stable as well.
PERFORMING: One-on-Ones
As a team member:
have you ever left a one-on-one meeting feeling you didn’t get anything from it?
As a team leader:
have you ever left a one-on-one meeting feeling you’re not the coaching-type of guy?

Do’s Don’ts
Come prepared according to the member’s situation Cancel one-on-one meetings: stick to them! Your
and profile. people are your biggest priority and they matter.

Listen, then speak. Make this meeting a “status update”. You have
tracking methods for that purpose.
Go somewhere else outside the office, get some fresh air.
Answer you phone calls or check your phone.
Take notes and follow-up on action steps in the next
Raise your voice to this person.
meeting.
Doing most of the talking yourself.
If you can, embed a little bit of strategy in these
meetings. Treat it like an interview.
PERFORMING: One-on-Ones

Some food for thought

“Great leaders are great listeners.


You have to ask a lot of questions and you have
to really listen to the answers, because in every
answer there are at least 3 more questions you
want to be asking.”
PERFORMING: One-on-Ones

BUT… before starting the One-on-one, what profile


do I have in front of me?
The ones who are less suitable for One-on-one: The ones who are more suitable for One-on-one:
1. They know what they want and how to do and took step
already 1. They don't know what they want but they want to do
something
2. They think that they know everything
2. They know what they want but don't know how to do
3. They don’t want to change, don’t open themselves to
listen ideas from others 3. They know what they want but they need empowerment

4. They want to change but don't do anything

REGULAR
ONE TO ONES
PERFORMING: One-on-Ones

Defining Coaching:

1. Using a set of skills to actively listen, ask powerful questions, raise awareness around “blind
spots,” challenge thinking and deeply held beliefs, make requests for new action, and design
personal programs for their coachee.

2. Helps the coachee see new possibilities and take effective action.

3. Most individual’s coaching default is to teach and it takes practice and a growth mindset to be
able to effectively facilitate coaching.
PERFORMING: One-on-Ones
Inspired by the “GROW technic”
Coaching Worksheet G: Goals
R: Realities
Help them to take a picture of the moment
Help them to draw a picture of future
Help them to look from different perspectives to different options
O: Options
W: Will Help them to clarify the first steps & empower them

Motivation Moving Forward


1. How are you? Look for more than just “I am good” 6. What are the things you want to
Resources this person needs to achieve the goals
leanr?

2. How do you feel your current job 7. What transformation are you
Current benefits of present situation Personally, professionally and in externals as well
is helping you? seeking?

3. What has inspired and 8. What are the other ways to


How is this person using its motivation personally? Resources available to achieve the goals
motivated you in the past month? learn?
4. Which of your strengths would
How can you better develop this person’s leadership?
you like to use more often at work?

Obstacles Taking Action


5. What are your biggest concerns 9. How can I help you keep
Help them to draw a picture of the present and future Help them to clarify the first steps & empower them :)
at the moment? accountable?

10. Feedback Time Helping this person not to fail and succeed better
PERFORMING: One-on-Ones

Goal Setting Checklist

SMART-PURE
S: Specific
P: Positively Related
M: Measurable
U: Understood
A: Agreed
R: Relevant
R: Related to Vision
E: Ethical
T: Time Planned
PERFORMING: One-on-Ones

Feedback and Coaching


1. Coaching is preparative. Feedback is corrective.
2. Coaching focuses on possibilities. Feedback focuses on adjustment.
3. Coaching is about future behaviour. Feedback is about past and current behaviour.
4. Coaching is inquiry-oriented. Feedback is scrutiny-oriented.
5. Coaching stems from developmental needs. Feedback stems from judgmental needs.
6. Coaching is about assisting team members reach their goals for the future. Feedback is about
helping employees understand what prevents them from reaching their current goals.
7. Coaching is about advocating optimal performance. Feedback is about reinforcing appropriate
behaviour.
8. Coaching is more about helping employees grow. Feedback is more about helping employees not fail.

Both coaching and feedback are about helping employees succeed.


PERFORMING: One-on-Ones

Feedbacking

The fact is, it can be uncomfortable to give feedback. The antidote to being uncomfortable giving
feedback is be clear about your intention and your role.

Intention
Why you want to deliver this feedback and how you intend to do it. Do you intend to help your direct
report have a better career and experience here? Can I deliver this message with genuine empathy for
their perspective?

Role
As a person’s team leader, it is absolutely your responsibility to help that person grow— it’s
irresponsible not to.
PERFORMING: One-on-Ones
SBI: Situation, Behaviour, Impact
Situation

When you're giving feedback, first define the


where and when of the situation you're referring
to. This puts the feedback into context, and gives
the other person a specific setting as a reference.
Impact
The last step is to use "I" statements to describe
Behaviour how the other person's action has affected
you or others.
Your next step is to describe the specific
behaviours that you want to address. You must
communicate only the behaviours that you
observed directly. You must not make
assumptions or subjective judgments about
those behaviours.
PERFORMING: One-on-Ones

Goodie Time! How To Hold One-On-One Meetings


With Your Team Members

Master the One-on-one meeting

5 Steps for giving productive feedback

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