Not to mention, you and your direct report will be happier and more engaged at work because you’ll consistently be working out the kinks. Why? Because you’ll feel comfortable sharing feedback, both ways, and grow faster as a result of it. This is the ideal relationship that every manager and direct report should aspire to achieve. Feedback has become an important part of their working relationship because when it’s shared, it’s always actioned on in some capacity (benefit). In the past, when they’ve given feedback to their manager it has been listened to without backlash, not to say there haven’t been disagreements, but the conversation was always constructive (effort). They’ve opened up about challenges, successes, aspirations and more. Over their entire working relationship, both parties have put in the necessary effort to build up a rapport with one another. Let’s take for example, that a direct report has constructive feedback to share with their manager. It’s the manager’s role to make sure these three things happen in order to have a successful one-on-one meeting. It can be as simple as saying “let me think about this for a week and I’ll get back to you.” 👉Whether or not you agree with the feedback, even just acknowledging it and committing to doing something leaves you both in a better place than before. When a direct report shares feedback with you, are you actioning on it? Sometimes people don’t want to argue a PhD dissertation when they’re giving you feedback. How much effort does a person have to put in to share feedback with you? Should your direct reports be ready for a battle every single time? As a manager, you’ve got more “power” in this relationship so set the tone for open communication by being the first to open up. 👉 If you want your team to be vulnerable with you, be vulnerable yourself first. Instead of scheduling a meeting every time one of these things crops up, find a time that will work consistently for both of your schedules where you’ll be able to tackle the things that come up between your meetings.ĭo people feel comfortable sharing their thoughts, feedback, etc or is there a level of fear preventing that open communication? There’s something you need from your manager in order to move forward on a project.
ON TO THE NEXT ONE PROFESSIONAL
There’s a professional development course you’re interested in attending.
There’s a piece of work you’d like feedback on. When it comes to one-on-ones, the ideal scenario is that over a certain time period, things you want to discuss with your manager or direct report batch up. If you have a lot to discuss each and every week, it’s probably a good idea to have one-on-ones on a weekly cadence. Have a look at how much you have to discuss over time.It’s better to get time back rather than run out of time and try to reschedule. If this is a brand new relationship, a good rule of thumb would be to overbook and adjust.When it comes to deciding on how long and how frequently you’d like them to be, here are some things you should consider: Data from the State of One-on-ones 2019 reportĪlthough 30-minute weekly one-on-ones seem to be the most common choice, the length and frequency of your one-on-ones will differ for each manager-employee relationship.
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