One on one's between managers and reports are probably the most important meeting in an organization.

Manager Tips

View these meetings as your opportunity to build trust and rapport with your reports. This effectively greases the wheels for everything else - many potentially challenging situations resolve themselves more smoothly when there's a foundation of mutual trust, empathy and respect.

• be fully present and focused, no multi-tasking
• keep your door closed. ensure the report knows everything they tell you is strictly between you two and will not leave the 'room' unless consent is given
• have an agenda, be prepared, and lead the conversation
• allow time to let the report to talk about anything they want to first
  • address their concerns directly and to the best of your ability, don't simply appease
  • discuss action items and commit to following up
• don't reschedule these meetings unless it's at the behest of your report
• if you run out of time, schedule a follow-up meeting ASAP to continue the conversation (don't wait until the next scheduled one on one)
• provide context / information that they may not have access to that may help them at their job, alleviate anxieties, or that they may find interesting
• let them know what you've been focused on and what you're working on
• no bad surprises. they should have a heads up going into the meeting. good surprises can be fun
• ask for feedback often. understand what is working from your reports perspective and what isn't
• privately document all of the reports concerns and established actions items and ensure they are addressed before the next one on one

As a manager, understand that you have a massive influence over your reports mental and emotional wellbeing. They will be reading into your behaviors and tone in most interactions. Consider how your behaviors will make them feel.

Report Tips

• before the meeting, construct a list of items you want to discuss, you should always have a few. some examples:
  • status reports on current work
  • any concerns / blockers / risks around current work
  • any general concerns, questions, etc.
• be prepared for the manager not to have anything for you
• if you feel safe doing so, ask the manager their perspective on things (the organization, current projects, what they're working on, etc.)
• ask for feedback often, ask how your manager feels like you're doing in terms of expectations, or ways you can improve, etc.
• understand that everything you say has the potential to be documented or shared with others. be aware that some managers will use this information without your consent
• document each meeting and the outcomes of each item discussed