The Science Behind One-on-One Meetings: Building Bridges for Success

At this point in my career, I've attended a lot of one-on-one meetings. A. Lot. Sometimes I've been on the "leader" side of the desk, and sometimes I've been sitting in the "team member" chair. But no matter which role I've been playing, I've learned that there are a few key reasons that one-on-one meetings are important. And five best practices that can make one-on-one time more valuable to you, the other participant, and the organization.

One-on-one meetings are a core method for fostering effective communication and building relationships with your team. Gallup has found that 70% of the variance in employee engagement is caused by a person's manager, and strengthening relations can boost engagement, execution, and overall performance. 

At its core, the one-on-one meeting is a platform for personalized interaction, facilitating a deeper understanding of individual strengths, challenges, and aspirations. This tailored approach taps into the psychological principle of individualization, acknowledging that each team member is unique in their needs and contributions. By creating a space for open dialogue, managers can address concerns, offer guidance, and provide constructive feedback to enhance employee satisfaction and performance

Through regular one-on-one interactions, managers invest time and attention into their team members, fostering a sense of reciprocity. This investment pays dividends in increased trust, loyalty, and a shared commitment to achieving organizational goals.

To maximize the impact of one-on-one meetings, consider incorporating these five steps:

1. **Set Clear Objectives**

Define the purpose of the meeting beforehand, ensuring both parties are aware of the agenda and goals. How many times have you showed up for a one-on-one where you and the other person start by staring at each other blankly and saying, "What's up?" That's usually followed by a meandering conversation where nothing gets decided, moved forward, or learned. 

2. **Demonstrate Active Listening**

Actively engage in the conversation, demonstrating genuine interest and empathy to foster trust and understanding. This article includes an example of a conversation where active listening lessons are being applied. 

3. **Provide Constructive Feedback**

Offer feedback that is specific, timely, and focused on improvement, contributing to professional growth. In my experience, lots of leaders struggle with having these kinds of conversations. Partly because they wait until something "big" happens that they need to address. Use your one-on-one time to normalize giving feedback, so you both get comfortable giving and receiving it. 

4. **do Collaborative Goal Setting**

Work together to establish realistic and achievable goals, aligning individual aspirations with organizational objectives. 

5. **Follow Up Consistently**

Ensure continuity by establishing a regular meeting cadence, reinforcing the commitment to ongoing communication and support. In coaching, I often hear people say, "My one-on-one was cancelled." Sometimes that's unavoidable, but for the most part it decreases effectiveness. If you're following these previous steps, effectively planning and executing one-on-one meetings, you'll find they are so valuable they become a priority. 

These interactions, coupled with strategic steps, create a solid foundation for building bridges between managers and team members, propelling the entire team toward shared goals. When is your next one-on-one? How will you make it more effective?