What kinds of 1:1s do you need?

Shelley Osborne
A free video tutorial from Shelley Osborne
Learning & Development Expert, Ed Tech Evangelist
4.5 instructor rating • 10 courses • 166,690 students

Learn more from the full course

The Manager's Guide to Effective One on One Meetings

Frameworks and strategies to hold effective 1:1 meetings to help you grow and develop your employees

01:15:52 of on-demand video • Updated July 2020

  • Adopt the role of mentor or coach to better support your direct reports with their short-term projects as well as their career development
  • Learn the GLO model for different types of 1:1s and how to set them up to be most effective
  • Access new tools and frameworks that you can use in your 1:1s.
English [Auto] I found that there's actually typically about three different types of one on ones that I've seen work really well. The first is just reciprocal reporting. So it's the direct report setting the agenda coming, prepared to talk about the things that they're working on. And then on the other side, the manager coming prepared to talk about things that they're working on and passing that information back down. So mutual reporting works really well in terms of setting expectations and keeping folks in the same direction. That said, if you have a relationship where every single one on one is all about reporting, it becomes a chore. So that can't be the only way that you have one on one conversations schedule the career type conversations, that higher level. What do you do? Where do you want what do you want to be doing? Where do you want to go in your career? What are you satisfied or dissatisfied with in your current role? This is an opportunity to really get to know and push your direct reports to to take ownership of their career. And that means being that consultant and that that life coach to some extent, but also working really closely with them to understand what their expectations are and matching those expectations to reality and where they intend to go and matching those opportunities to where they want to be. Another type of one on one that I do a lot is feedback reviews. So typically this will be in relationship to specific projects someone's working on or customer someone's working with will sit down and they usually want to know how am I doing? And that's what prompts the conversation. And so we'll go into some of the things that they've been doing recently. What are the situation, behavior and impact of those? The one on one is a chance to build a connection, allow for free sharing and just general team health. It's about how the person is doing, how the work is going, what's needed, and to surface any issues that need to be addressed. But like our expert managers mentioned, there are a few different types of one on ones. Good managers know what kind of one on ones are needed for a specific situation and know what their role is. And each of them. To keep it simple, we've brought it down to three different one on one types. All of them require the best practices we've covered, like preparing a rough agenda, keeping a record, but they each have a slightly different purpose and require a different toolkit from you, the manager. In the next elections, we'll talk to some more managers about all the different one on ones and the frameworks and tools that they use for them. We'll share these tools and tips with you so that you can use them in your one on ones as well. Let's look at the three kinds of one on ones we're talking about so you can recognize and remember them easily. We've decided to make them glow. The glow model stands for get stuff done, learn and open up. Let's look at each of them and their purpose in more detail, get stuff done. This is your typical check in on projects. You will have this one on one pretty regularly about every two weeks, if not weekly. The main focus for you will be to ensure your direct report has all the resources to work on their projects without any issues so they can continue to get stuff done. Learn. These are your quarterly career development conversations. Not only do you need to ensure your team can complete their projects, but you're also responsible for helping them grow in their career. This is your chance to be a real mentor or coach and make a difference in the learn. One on one, you'll help your employee find out what they want to do in the long term so you can help them learn more about themselves, their strengths and what makes them happy. Open Up refers to the feedback conversations you have with your direct reports. You should have feedback conversations consistently, regularly, often, but also as part of your check ins and their career development. Open up and tell your employees what they're really good at and which areas they can still improve in each of the globe, one on ones require a slightly different skill set from you. The main thing to make get stuff done conversation's effective is by asking the right questions to help your employees learn. You need some career coaching tools and a properly open up. You need a framework to help give feedback more comfortably. We have some more managers about their go to tips for the different glow conversations. And in the next few sessions, we'll look at the three different modern ones in detail and share tips and tools that you can apply immediately.