Specific feedback is an act of kindness. – Michael Cannon

One-on-One Basics

A great, constructive one-on-one (1-1) session is where we demonstrate that we genuinely care about the other person, which means taking the time to know what's important to them and what drives them. As such, during the conversation, do more listening than talking. And when speaking, ask good questions to elicit underlying information to help you better understand the situation and how to move forward.

Learn about Harvard Business Review's Good Feedback Conversation suggestions.

Benefits of One-on-Ones

You

For Leaders

  • A regular and consistent time to talk about things that are important to you regarding your work life

  • Share ideas about how your department and the company as a whole can better support you and your goals

  • A chance to privately ask for feedback and constructive criticism or solicit advice about a problem

  • Clarify areas where you're unsure of expectations around your job duties or performance

  • Spend more time getting to know your manager and take a break from your day-to-day work

  • A chance to listen to your ideas for improving your department and the company as a whole

  • To learn where your team member's experience isn't aligned with our intentions or values.

  • To discuss bigger-picture improvements to your areas of ownership.

  • To learn more about your professional goals and career progression.

  • A chance to listen to feedback about their performance as a manager

  • Share wins and gives props.

  • Get a stronger sense of what satisfies you at work to do more to add value to your experience.

One-on-One Starters

Giving Constructive Feedback

Constructive feedback aims to understand a scenario and work towards mutual resolution than place blame or criticize people. Therefore, when a situation requires a more complicated conversation than usual, prepare for it through the following steps.

The core structure of effective constructive feedback is naming a specific situation or behavior, explaining the impact or aftermath of that particular situation, and then looking ahead and discussing actions to avoid or reinforce the behaviors or conditions. That's why it is crucial to give precise, easily understandable, and implementable feedback to anyone who receives it.

Coachability Concerns?

Refer to Types of Justified Termination of Exceptional Situations.

Write Things Down

  1. State Facts

  2. Own Your Feelings and Thoughts

  3. Propose Options

  4. Request

Prevent Poor One-on-One

1-1s are not status updates. They're opportunities for people to connect as humans over relevant topics to their working relationships, especially performance and career considerations. Next, each person should document and follow up on action items. And, when things don't seem to move forward, reconnect about priorities and importance to clarify expectations.

Further, don't expect amazing conversations to happen. It typically takes four to six quality conversations to build up trust and rapport with each other. Lastly, benefit from the doubt and trust each other's intentions to help the organization and others be better together.

Be aware of the unintended consequences of informal feedback.

Tips for Successful One-on-One

References