We recently opened a series of articles dedicated to one-to-one meetings, in which we set out to provide, in consecutive episodes, as many details as possible about this type of mandatory meeting a manager should regularly have with his subordinates, to help both managers and employees to get as much as possible from this type of professional meetings.

In this episode, we will find out what are the main topics that can be discussed in one-to-one meetings, offering subjects and questions that can inspire.

First of all, any distractions should be avoided during the one-to-one meeting, such as notifications, phone calls, etc., so you can focus better. Once the meeting has started, the golden rule for any manager is to listen as much as possible, more than half the time.

One-to-one meetings discussions should be tailored to each individual. There is no one-size-fits-all approach, but there are some general guidelines that can help build trust and lead productive conversations.

The first of these refers to the introductory moment, the “ice break”. Some conversation beginnings may seem timid or trivial, but a personal question or a joke is perfect to create a psychologically safe environment in which the employee feels more at ease.

The importance of psychological security in any meeting, but especially in one-to-one meetings, is huge. Therefore, we make few recommendations for managers to consider:

• Be vulnerable – be the first to share something personal or a fear you have. Managers are the ones who hold the position of power, so by setting the tone, you will show that the employee is in a safe space and can talk about fears, challenges, goals and more.
• Be transparent – share even uncomfortable or awkward things. If you try to hide certain information, employees will sooner or later realize that, and they will be disappointed and lose their trust.
• Be open – whether it’s a critique you get, sometimes delicately disguised by the employee, or a bottom-up feedback, be willing to listen. This will help build a relationship of trust.
• Be positive – whether you like it or not, pay attention to body language, the words you use and the tone of your voice, and don’t let negative emotions show up, control any negative feeling you may have.

Beyond that, the key to a productive individual meeting is to clearly define what the participants want to achieve. The purpose of the meeting must be determined by mutual agreement. Only by collaborating on the goal the parties will gain real value from the one-to-one meeting.

Here are some common goals that can be discussed in one-to-one meetings:

– Understanding and removing blockages

– “Pulse” check (Is the employee happy? Is he upset? Is he frustrated?)

– Status on projects

– Increase and support performance

– Personal Development

Be careful! Don’t let the subject of project status dominate the meeting. It’s a trap that both employees and managers often fall into. If, in one-to-one meetings, the focus is on project status and deadlines, it will be very difficult to build the desired relationship of trust.

To make sure you never run out of topics in your one-to-one meetings, we’ve put together some of the most frequently discussed topics and individual questions below that we hope will inspire you.

TOPICS

• Work habits
• Short-term and long-term performance goals
• Objectives and professional development plan
• Status of progress towards the objectives
• Team collaboration
• Level of engagement
• Improving the relationship with the manager

QUESTIONS

• How’s your life like outside of work?
• What do you particularly like about your job here?
• Do you feel empowered in your role?
• What do you prefer to do less and why?
• At what time of day do you feel most productive?
• What changes could be made to optimize your workday?
• What’s your biggest waste of time right now?
• Do you encounter blockages? Which are these? What could help eliminate them?
• Who inspires you? Why?
• Would it help to get feedback from other team members as well?
• Do you feel comfortable giving feedback to others?
• What keeps you engaged and inspired at work?
• Do you have any concerns about your career opportunities?
• How are you progressing towards your goals? Do you need help?
• Which part of your job do you think is most relevant to your long-term goals?
• Do you feel supported in your career development?
• How and what do you like to learn?
• What other skills would you like to develop?
• What are some other experiences you would like to gain?
• What is your most recent success?
• What projects did you enjoy working on recently and why?
• How can I help you with a difficult contract or achieve your annual goals?
• Do you have any suggestions for improving the way we work together?
• How can I better support you in your job?
• Is my communication clear and easy to understand? Can I do something to improve it?
• Do you want more coordination from me or less?

It is very possible that, in addition to the questions you are preparing for the one-to-one meetings, there will be other topics of discussion that concern the employee at that time. It is very important for the manager to remain open, but at the same time to remember that the purpose of these meetings is to help his subordinate to evolve professionally. All attention must be paid to his career, to his needs, to his successes and challenges, to finding out what works and what doesn’t.

A good manager will find the right balance between not being obsessed with details (micromanagement) and not letting his subordinates feel alone (undermanagement). At the same time, he is concerned about the dynamics of the team and is looking for ways to promote positive relationships between its members.

The value of one-to-one meetings is often questioned by employees. Therefore, the employee must feel that the manager is genuinely interested in his problems, that he really cares, that the praise or guidance from the manager is sincere and well-intentioned. A recent study by Right Management found that 82% of employees would be more engaged and motivated in their work if they had honest career conversations with their manager.

One-to-one meetings are one of the most powerful tools managers have. They can improve employee engagement, a major organizational process, vital to the performance of any organization. Through one-to-one meetings, companies can make it easier to move from a rigid organizational culture to a social and agile one.

Co-Factor facilitates the operationalization of this process, through its innovative digital platform, which, through its functionalities, encourages constant feedback, available in the Internal Communication Module, but, especially, in the Performance Management Module, where constant feedback sessions can be activated within individual performance plans.

The Co-Factor platform is a real boost ramp for increasing employee engagement, through which managers act as essential motivational levers. It allows anyone to schedule one-to-one meetings and launch, at any time, engagement initiatives, which create positive energy.

With the software developed by Co-Factor, the degree of employee engagement can be increased and measured, one-to-one feedback can be encouraged and monitored, a specific strategy can be created to support employees to perform, organizational culture can be promoted and employee results can be measured, thus obtaining a clear picture of employee spirit, engagement and performance.