Here are a few ways you can introduce relationship-based questions: You can also take this opportunity to ask for feedback from your mentee on how you're doing as a manager and how your relationship is tracking.
Managers have a great opportunity to coach their team members when it comes to relationships at work. Interpersonal interactions are often a missed topic when it comes to one-on-ones, but they can have a huge impact on someone’s experience at work. How are you/your team progressing towards established goals? Do you feel confident in how you/your team are progressing? What’s one thing (or a few) you learned this week? Use these questions to ask about progress: This can relate to what they’re learning on the job and whether they are feeling a sense of achievement or momentum. It’s important to understand how people feel they are progressing and where they are experiencing growth. How aligned do you feel with where the company is going? How confident do you feel with where the company is going? Do you have any questions about the recent change involving X? (e.g., an announcement from CEO, merger, teams). Here are a few ways you can address alignment: These are particularly important following an engagement survey or any big change in your organization. This is where you want to discuss company confidence, and how connected or aligned an individual feels to the organization. What are your plans and priorities this week? Last time we spoke you said X was a challenge for you, how is that going? How is everything going today? Tell me about this last week? Here are some examples of general check-in questions: This is where flexibility is key - if you are too focused on getting through a rigid agenda then you might miss cues when your direct reports need support or guidance. If something has come up for the individual, allow space to discuss it further. These questions are important to ask every time because they help you understand how people are doing in terms of work-life balance, wellbeing, and personal life.
HOW MUCH CAN YOU MAKE WITH GOMEZ PEER ONE HOW TO
Knowing the mental state of your team provides valuable context for how to proceed for the rest of the meeting. Start each one-on-one meeting with a personal check-in. Ideally don’t go longer than two weeks without checking in, even if it means a quick coffee catch-up coupled with a more in-depth monthly discussion.īelow are 24 great questions any manager can use for better one-on-one meetings, which we've divided into categories. Of course, you should also create space for your direct report to steer the conversation.Īs for cadence, it depends on the individual and their work environment. Aside from operational task-focused questions, other things you’ll want to cover on a regular basis are alignment, wellbeing, growth/progress, career aspirations, relationships. Managers might also revisit the same topics every time, most often jumping straight to operational or task-focused questions.Įffective one-on-ones circulate through a variety of topics over time, depending on what’s going on in your organization and for the individual. One thing we see is that managers tend to have either too little structure or too much. Encourage key collaboration and connection between managers and employees Learn more Structuring your one-on-one meeting
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