Conducting Regular One-on-Ones to Keep Staff Engaged – Leading Through People™, Module 19

Session Length: 6 hours | Target: All Supervisors and Above | Prerequisites: LTP 6 (LTP 11 & 17 Helpful)| Delivery: Taught live with parts via webinar

One of the manager’s most powerful tools to raise employee engagement is to hold regularly scheduled one-on-ones with each staff member. Unlike other types of meetings, one-on-ones provide a forum for employees to discuss their progress, careers, goals, challenges, and anything else that is important to them. Done well, they energize and focus staff members, leading to increased productivity levels, a more positive workplace, and higher levels of employee loyalty. Here’s what we’ll cover:

• What are One-on-Ones and Why Are They Important?
  • What a one-on-one is and is not
  • How employees feel about one-on-one meetings with their boss
  • Most workers need better feedback
  • Twelve predictive questions of employee engagement and retention
  • The power of regular progress to engage employees
  • How often should a one-on-one be held?
  • The one-on-one topics employees value the most
  • A process overview of an effective one-on-one
• Great Tools for Effective One-on-Ones
  • DiSC Behavioral Profile Reports
  • Job descriptions, resumes, and social profiles (LinkedIn)
  • The Big 10 Report
  • Their last performance evaluation
  • The deck of 132 questions you could ask in one-on-ones
  • Chart: which tool to use when
• Planning For Effective One-on-Ones
  • Starting one-on-ones for the first time
  • Selecting the right planning tools and creating an agenda
  • Who owns the agenda?
  • Bringing a mindset of positive expectation
  • Preparing your calendar, the setting, and the right materials
  • Preparing to take effective notes
  • Can you multitask at one-on-ones?
• Conducting Productive One-on-Ones
  • One-on-one meeting structure and starting well
  • How and when to use questions (effective questioning sequences)
  • Active listening and separating main points from supporting points
  • Feedback, praise, and how to take one-on-one notes
  • How to draw a one-on-one session to a proper close
  • How to follow-up a one-on-one session
• Handling the Challenges to Effective One-on-Ones
  • Resolving scheduling conflicts
  • Assuring the proper balance of topics
  • What to do if the discussion is superficial instead of deep
  • Dealing with un-conducive one-on-one settings and locations
• Resources Provided
  • The deck of 132 questions you could ask in a one-on-one
  • Sample invitation when starting one-on-ones