How to Structure Meaningful 1-on-1s

When I do 1:1s with my reports, I explicitly tell them, “No status updates”. We have emails, slack channels, and team meetings (ideally as the pre-read, not the meeting itself) for status updates. Our 1:1 is for you. At all times, I’ve got a mental model of how you are doing in each of the PM competency areas* . I know what types of projects I can steer or delegate to you, either because it’s a strength of yours or because it’s something to get better at. I also know (because I’ve asked you!) what your career goals are, so I can fold that into our conversations and opportunities. I also have a 1:1 agenda doc that we both have access to. Throughout the week, either of us can pop in there and add a keyword or phrase to the doc, to remind ourselves of the thing to talk about. Our agenda topics usually fall into these categories: 1. Relationship and trust building — what makes you tick, what feels rewarding, what is scary, and why? My goal, in addition to getting to know you better, is to create a psychologically safe environment that allows you to be vulnerable so that you actually tell me this stuff, tell me bad news when you learn it, and ask for help. 2. Coaching and reinforcement — what happened in the last week that showcased a theme we’ve been working on? What was a time when you did something awesome (or at least, better) that we want to celebrate*? 3. “How can I help?” — you want my help solving some problem, or have some question in search of an answer. Or maybe the reverse: I’ve noticed a problem that I want you to solve (or, I have something that I want your help solving), or I have a question that you may be able to answer. But before all of that, I’m opening with “How are you?” Sometimes, your answer makes clear that we’re going to do none of our agenda because of Feelings* . You’re pissed that other people are getting in the way, you’re anxious about the latest layoff rumor, you’re scared after a meeting with Exec that went poorly. I’m listening, asking questions, engaging, validating your feelings*. I will make a snap call — are you open to problem solving the situation in this meeting, or should we come back to it another time? Emotional attunement (with boundaries!) is the answer, once again. (Thank you, Dan Storms, for requesting this topic!) —————— *If you’re interested in reading the footnotes as well as my work-in-progress thoughts (today: why are so many managers bad at managing?), sign up for my free newsletter: https://lnkd.in/g44P3_rB

How you run your meetings matter. 🤝 After spending years working directly with CMOs, CROs, and VPs, here's how I structure and run my 1-1 meetings as a 4X demand generation leader. I still use it with my demand gen consulting clients, and they love it. Why? ↳ It doesn't waste time & gets to what matters, fast ↳ Highlights what's been accomplished + what's next ↳ Focuses on action + consistent alignment on goals Here's what I do: I structure my 1-1 meetings around three major areas... 1️⃣ Notable Updates This is where I'm laser-focused on the metrics that matter for the team. I break down how we're pacing to our goals and targets -- especially around marketing generated pipeline and revenue. I also highlight if there are major funnel conversion rate inefficiencies happening that are impacting our lagging indicators since these are typically high-priority fixes that involve collaboration between the sales team. BONUS: I build custom dashboards with my clients and their ops team to ensure we're all using the right data to stay 100% aligned. In this section, I'm also sure to spotlight notable campaign successes or failures to keep us up to date on how new messaging, experiments, or audiences are performing. This helps us understand what's working (or not), so we can double down or pivot quickly. 2️⃣ Roadblocks This is where I dive into bulleted areas I need their help blocking and tackling. These items could relate to resource allocation needs, team communication breakdowns, or anything that is preventing me/the team from driving the most impact. Don't get caught up in the weeds too much here and keep it punchy, but provide as much transparency as needed so it's easier for your leadership to address. 3️⃣ Priorities This is where I lay out what's prioritized next (taking into account what we discussed in notable updates). The key here is getting feedback on these priorities. This part should be a conversation because things shift constantly and it's crucial to stay aligned to save you time and keep you/your team focused. This is also a great place to share WHY items are prioritized or should be deprioritized based on performance, workload, or new needs. We can't do it all, so be ruthless with your prioritization. I've found this meeting structure works great to keep my meetings focused, impactful, and transparent. And the best part -- it's not complicated 🙌🏻 I hope this helps you have more productive conversations with your direct managers, agency partners, or consultants. What are some things you'd add or do differently in your meetings?

People managers – are your 1:1s feeling a little stale? Here's how to revitalize them with 5 questions. I know what you’re thinking… “Shouldn’t my employee be running these? The time is for them.” Yes, and… — 1:1s are a time for dialogue, not a one-directional report — asking questions can unearth issues under the surface — it’s not just about the work, it’s about building a human connection Here are the questions to have in your back pocket: 1) What’s on your plate that I might not know about, but should? 💡 This could look like: supporting others, fixing things that broke, research, tech integrations, internal comms. 2) What’s a win (big or small) that we should celebrate, and how would you like to celebrate? 💡 The key is in the How! Some people like public recognition, others don’t. Figure out how you can appreciate your teammate in a way that feels great to them. 3) Where is most of your energy going this week? 💡 This is a great open-ended question that could have a surprising answer. 4) Who's doing interesting work in the company that you'd like to learn more about? 💡 Knowing this will help you and your employee think about cross-collaboration and professional growth. 5) What have you been really into, at or outside of work? 💡 A way to deepen your connection as human beings. Depending on the answer, this could also be a breadcrumb for professional development! What questions would you add? #management #leadership -------------------------------- 👋 I’m Jessica, a leadership and executive coach with 18 years of experience leading marketing teams in tech, startups, and the arts. 🎶 For the past two decades, I’ve also had an active singing career as a classically trained singer. 🔔 Ring the bell on my profile to get notified about my tips on leadership, management, and work-life integration.

At Stone Road, one practice I introduced immediately when I joined the team was implementing weekly 1:1 check-in calls. I firmly believe in the power of structured communication, regardless of team size – even in our tiny, two-person team, these calls have proven invaluable. They provide dedicated time each week to discuss ongoing projects and strategize for the week ahead, ensuring alignment and accelerating goal achievement. Our approach to these 1:1 meetings involves using a Google Sheet that we fill out before the meeting and alternate who leads each week. This allows both of us to openly share perspectives, ideas, and talking points, ensuring a collaborative and productive discussion. During these check-ins, we cover several key topics: 1. Last Meeting Follow-Up: We review highlights from our previous check-in to assess progress and identify outstanding tasks. 2. New Discussion Topics: We identify and discuss new topics for the week which are then followed up on in our next meeting, ensuring continuity and forward momentum. 3. Wins of the Week: Recognizing and celebrating both small and significant victories is essential, especially in our dynamic industry. Even in the most challenging weeks, we can identify at least 10 bullet points of wins we’ve had that week. 4. Action Items: We outline specific tasks to be completed before the next check-in, ensuring accountability and progress. 5. Weekly Deals: We assess our inventory and strategize on which SKUs to push and tailor our weekly deals around those specific SKUs. Do you conduct weekly 1:1 meetings with your team? I’d love to hear about the topics you find valuable to cover. Share your insights below! 👇

I've spent over 5,000 hours meeting 1-on-1 with team members. I meet with my direct reports once a week. I put an hour on the calendar to ensure our conversation isn't rushed. And when I've promoted people to a manager position for the first time, I frequently get asked, "what do I talk about in my 1-on-1s?" Here's 10 ways to steer the conversation: 1. Ask what they want to talk about 2. Check on their progress on their quarterly goal(s) 3. Review their work and have a coaching discussion 4. Ask about their top 3 priorities for the week 5. Ask what skills they're currently focused on improving 6. Ask about their career outlook and how they want to progress 7. Ask if there's anything you can help with 8. Review recent training or topics from team meetings to ensure their understanding 9. Review the things you're working on, and ask for their input 10. Check on previously discussed action items What would you add to this list that you like to discuss in your 1-on-1 meetings?

“How do I make my 1:1s with my manager more impactful?” is a question I commonly get from mentees. Too often, these meetings become simply a reporting of activities completed in the previous week. As one mentee jokingly shared, it can sometimes feel like telling your parents what you did at school that day. 😄 That’s not quite the best use of time for either you or your manager, even though keeping your manager informed *is* important. So how do you achieve the goal of sharing information but also balancing it out with some strategic discussions? Try the PPP framework, which I learned from the brilliant Brinda Mehta Malvi. PPP stands for: - Plans and priorities for the week - Progress and highlights from last week - Problems and open Qs or roadblocks you anticipate or might need help with. This allows for you and your manager to align on priorities for the week ahead. You can surface any highlights and wins for their awareness. And it allows you both to proactively talk through any future risks. Now your 1:1 goes from one-way reporting to rich discussions at a more strategic level. It’s win-win for both of you. If you give it a try, will you let me know if it helps? #leadership #1on1

“How do I make my 1:1 meetings more effective? I’m not sure they’re all that useful, frankly…” If you’re like most leaders, especially for #techleaders, this may resonate with you. You know you’re *supposed* to hold 1:1 meetings with your direct reports (perhaps as Andy Grove in "High Output Management" prescribes), but you find that these 1:1 meetings can vary in quality... You ask, “Anything I can help with?” and your direct report says “Nope, all good." Then the meeting ends. (And then of course, you do conveniently find out weeks later they needed help with something that has snowballed into a much bigger problem 😂) To try to catch issues more proactively and better support your team as a leader, here are a few tips for increasing the efficacy of 1:1 #meetings with your team: 1:1 meetings only have the degree of purpose you intend for them to have. In other words, if you've been viewing these meetings as "catching up" or "checking in," the outcomes of your meeting will be as vague as that description. As a result, to ensure greater efficacy of your 1:1s, you'll want to laser-in on using these 1:1 meetings for 3 specific purposes: 1️⃣ Uncovering issues 2️⃣ Building rapport and organizational alignment 3️⃣ Gaining greater visibility and new ideas that can help grow and further the team / organization To fulfill these 1 - 3 of these purposes, you’ll want to do the following: 💫 Focus on asking questions that give you insights to your functional area. For example, if you’re a Head of Product or Product Manager, you could ask... - Any learnings from your own day-to-day work that impacts the product? - Any insights from customer interactions or your own usage of the product? - Any ideas, suggestions, or concerns with the product roadmap, etc? - What opportunities do we have to improve the product? - Is it clear how your day-to-day work contributes to the product's success and overall company's success? - Is it clear what direction the product is headed, and why we're making certain decisions about the product? 💫 Use the time as rare opportunity to gage morale, understand what issues they might have, and so then you can circle back with your supervisor/leadership team to gain a more complete picture of how your team is doing. For example, you can ask questions such as:  - How is your energy level these days? - How clear is the overall direction of the company? - How is the working dynamic in the team? - What are things you see opportunities for improvement for myself as a leader? Compare this methodology to only asking, “How can I help?” or “How’s it going?”... See the difference? Try focusing in on the intentionality of these 1:1 meetings around these 3 purposes, try using some of these specific questions... You may be pleasantly surprised by how the quality of your 1:1 meetings and your overall #teamperformance improves. P.S.: I’ll link to more resources on 1:1s in the comments below, if helpful!

Want to have great 1-on-1 meetings in your company? Here are my 5 ✋ favorite things that I’ve seen from my 16 years of hosting 1-on-1 meetings, both as a direct report and a boss. 1. The best 1-on-1 meetings are actually led by the direct report. Come with an agenda that proactively covers your agreed upon objectives and KPIs and manage up. Know your numbers and be ready to speak to them, because this is a quick way to gain respect in an organization. 2. The best 1-on-1s are collaborative conversations and not trials. The direct report is not facing a jury. If there’s a lack of momentum, a gap in core value alignment or a miss on metrics, the first characteristic (above) will reveal it and you can coach or correct from there. 3. Cover metrics and housekeeping first and then use remaining time to collaborate on big rocks or tasks. They’ll see how you problem solve in real time. And setting a standard that the direct report must be perfect or know everything on their own isn’t healthy. Open the floor for collaboration and watch the buy-in and momentum takeoff. 4. Taking notes isn’t optional. Taking notes is a sign of respect. When people write something down, it displays that the listener is engaged and that the ideas discussed are relevant to participants. (Writing something down when someone says something is the ultimate sign of respect and you might as well have given the speaker a big gift.) 5. Don’t forget to set aside time to check on your direct reports. I often start my meetings with a quick temperature check & ask if there’s anything I can do to help with obstacles that might be in the way of helping them succeed at work. **Sometimes the best way to help the direct report & your team is to simply reschedule the meeting for the next day after getting feedback during the quick temperature check. They’ll remember the gesture & if they’re the right employee…you will never feel a set back on project traction. #leadership #marketing #sales #construction #manufacturing #industrial #commercial

Want to know how to have killer 1 on 1 meetings? Here's my framework i've been using for the past 10 years: 1. Start every meeting w/ personal Life. I use this to discuss any good/bad issues going on in my employees life. I also discuss personal goals they are trying to achieve. I'm keenly aware that I'm stewarding people for a season so I want to make sure I'm their biggest advocate for any of their life goals. This also gives me a pulse on how they are doing personally. If they are struggling I can give them time off or help them manage their work schedule accordingly. 2. Let them bring up any issues or questions they have. I typically want them to set the work agenda before I give them any new tasks. High performers typically don't need me to tell them what to do. They need my resources or authority to get them what they need. 3. I recast vision of why they are doing what they are doing. Whether it's current projects or new projects I assign, I constantly cast vision. 4. I give them feedback on how they are doing. People want to know if they are performing well. So I make sure to end every meeting with feedback. Small caveat: If i's a huge constructive feedback I will circumvent the process and do this after personal stuff has been addressed. What's a great tip you have for 1on1's? #doublewin #fullfocus

Do you want to teach your direct reports to be self-sufficient, hold themselves accountable, build their project and time management skills, and enable you to operate at a strategic level? Early in my career, an executive leader taught me the power of bi-weekly 1:1s meetings and these steps were required: 1) red, green, yellow highlights of each of my key initiatives (an executive summary one pager) 2) my achievements (strengths) what I did well since our last meeting, my accomplishments 3) my missed opportunities (and dialogue about what I could do better the next time (self reflection, problem-solving), and 4) to ask for help. Identify opportunities for collaboration, or support needed. This reinforced teamwork and taught me to speak up and be assertive. My leader: a) empowered me to drive my own performance and was present to support me, coach me b) taught me to keep a healthy perspective of both wins and where I could do better c) taught me that no one who is a part of a team achieves alone - we all must balance a level of independence, teamwork and collaboration d) created a safe, open and positive culture to encourage people to own their work Have your teammember keep their 1:1 reports month over month and at 12 months - summarize and you have your performance review! One leader can make a big difference!