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Management - 1on1 (1on1 (should be about (performance (reinforce on-target…
Management - 1on1
1on1
why?
Employees whose managers hold regular meetings are 3x as likely to be engaged
yet
25% feel 1on1s are ok while 75% not
Managers account to 70% variance in employee engagement scores
should be about
performance
reinforce on-target performance
direct feedback. general observation. specific behavior. positive impact
redirect off-target performance
6% of managers are highly skilled about having conversations about performance
development
moving forward
goals
exchanging insight
upwards feedback
shoud not be about
day to day work
requesting information
bad questions
how am I doing?
what can i do better?
what can i do differently?
what should i stop doing?
good questions
what is one thing that I could do to
feedback as a tool
how to give
be authentic
be forward-focused
be objective
be positive
be respectful
be specific
be timely
how to receive
stop your first reaction
remember the benefit
listen to understand (active listening)
say thank you
request time to follow-up
structure
Performance Management
How to have high impact?
Acting as a performance coach
Know how to ask the right questions
Aligne set exceptations guidacne, develop, recognize towards achieveing the goals
Give clear and effective feedback
Recognize contributions
Focusing on
feedback
development progress
jit coaching
goal status
What is performance?
Work results
Job responsibilities
Goals
Skills
Observable behavior
Growth
Employee driven
Leader enabled
