One-to-Ones (121s)

Get Started. It's Free
or sign up with your email address
One-to-Ones (121s) by Mind Map: One-to-Ones (121s)

1. The most effective management tool

1.1. 1 common thread that all excellent managers share - all in their own way do 121s

1.2. Weekly, structured, documented, scheduled, 30 minute meeting with direct reports

1.3. Focus of 121s is on the report

1.3.1. What are they doing?

1.3.2. How are things progressing?

1.3.3. Updates on their projects, support that they need

1.4. MINMs versus JAMs

2. Good management is about trust, routine and communication

2.1. Gardening - nurturing, tending, weeding

2.2. Not about explosions and volcanoes - more like the slow movement of tectonic plates - gardening versus fire fighting

2.3. How many of you feel that you are well informed about what is happening in your workplace?

2.3.1. How many of your reports feel that they are well informed?

2.4. Provide a routine structure for developing and maintaining robust communication, strong relationships and trust

2.5. Make the transition from fire-fighting to gardening

2.5.1. It is about carving out time for tasks and project work

2.5.2. Take time to make time

2.6. Without regular 121s people WILL feel disconnected and isolated

2.6.1. they will create a reason to get 'face time' with you

2.7. 121 can be the key to unlock more discretionary effort and commitment

2.8. Coaching, monitoring, supporting, developing, giving feedback

2.9. All Power is Trust

2.9.1. About reducing fear and increasing openness

2.9.2. Intent matters - you must have the right motivation

2.10. People want more feedback and information

3. Implementation

3.1. 3 week rule - commit blocks of time 3 weeks out

3.2. What do reports think when they are invited to a 121 with the boss?

3.2.1. Am I in trouble?

3.2.2. Is it a fad?

3.2.3. You must commit - about skill and will!

3.2.4. Don't give them up! You will lose face and damage the relationship

3.3. Never known a manager who implemented 121s who stopped them because they didn't work

3.4. Structure - time expands to fill space available

3.4.1. the more structure the greater the effectiveness

3.4.2. 30 minutes not 60 - time is limited - results focused

3.5. First they will dump - TMI

3.5.1. then they will make progress

3.5.2. You can find out what matters to them You can't convince me that you care about me - unless you know what matters to me How can you inspire them - if you don't know what drives them Childrens names/Pets names etc Prove that you care - by keeping track of what matters to them Write it down and track it

3.5.3. 80-90% will take the chance to unburden themselves

3.5.4. About 5% will want it purely task focused

3.5.5. They become more focused and quicker over time

3.6. Schedule blocks of time - 30 minute 121s with short gaps between them

3.7. Communicate your intent to do 121s and invite reports to choose a slot

3.7.1. e-mail/telephone/face2face

3.7.2. Avoid Mondays and Friday afternoons!

3.7.3. Offer a choice of dates

3.8. Should not take more than 8-10 hours a week

3.8.1. Go fortnightly

3.8.2. Part-timers can be more infrequent

3.9. Once you have scheduled 121s then you have an excuse for dropping some JAMs

3.9.1. I am missing my meetings to spend time with you...

3.10. Talk to your boss and explain what you are doing in 121s and why it is a priority for you

3.11. 10 minutes for them; 10 minutes for me; 10 minutes for the future

3.12. Never cancelled - always re-scheduled - bring it forward

3.12.1. avoid doing 2 in a week

3.13. The 121 bucket - note it down for 121

3.14. Documentation

3.14.1. Folder for each team member

3.14.2. Proforma for each 121

3.14.3. Most recent on top

3.14.4. Provides evidence base for performance management and review

3.14.5. Take Notes!

3.14.6. Deal with pending issues from prior 121s

3.15. Talk about purpose!

3.16. Do 121s at your desk - not in public

3.16.1. Perhaps monthly go for a coffee - neutral space

3.16.2. Schedule specific task focused meetings outside of 121s

3.16.3. No e-mail/no barriers/no phones/focus on them - they are your priority - attention management

3.17. No waterfall/cascade - not a team meeting - these should happen weekly anyway

3.17.1. Meet Admin 5 mins

3.17.2. 121s

3.17.3. Weekly team meetings

3.17.4. Feedback review meetings monthly

3.17.5. Quarterly performance reviews

3.18. Preparation

3.18.1. Check previous notes for follow up actions add to this weeks 121 form What did they say they would do? What did you say that you would do?

3.18.2. What do I need to communicate to this person? Behaviours and their impacts Projects Organisation I want you to be successful - I am responsible for your performance

3.18.3. What positive feedback can I give?

3.18.4. What adjusting feedback can I give?

3.18.5. What can I delegate?

3.18.6. First time around start with your best - most forgiving people It will be awkward to begin with Overcoming fear! People are conditioned to look for negatives - they will be expecting it!

3.19. Two Parts

3.19.1. Meetings

3.19.2. Documentation

4. Objections

4.1. I don't need to do formal 121s - I speak to my people all the time

4.1.1. 121s are very different from casual conversations

4.1.2. 121s do not replace informal conversations

4.2. I don't have time to do 121s

4.2.1. You don't have 30 minutes a week for me?

4.2.2. Your reports perceive that you control their careers - therefore they will invent reasons for 'face-time' with you - they use the open-door

4.2.3. 20 employees - 2 lots of 5 hours - save about a day a week.

4.2.4. 121s are about making more time

4.2.5. Can do fortnightly 121s - they are just not as effective

5. Working with the Open Door Policy

5.1. How many people run an open door policy?

5.2. Encourage people to save content for their 121.

6. Handling no shows

6.1. Forgive them

6.2. Give feedback to repeat offenders

6.3. If you miss it - apologise - and re-schedule - avoid skipping a week

7. Organisation Types

7.1. Service

7.2. Knowledge

7.3. Product

7.4. Working with virtual or remote teams

8. Managers' Work

8.1. Service delivery

8.2. Management

8.2.1. People

8.2.2. Tasks

8.2.3. Processes

8.2.4. Looking for ways to accelerate progress

8.3. Special Projects