One-to-Ones (121s)

One-to-Ones (121s)
Managers' Work
Service delivery
Management
People
Tasks
Processes
Looking for ways to accelerate
progress
Special Projects
Organisation Types
Service
Knowledge
Product
Working with virtual or remote teams
Handling no shows
Forgive them
Give feedback to repeat offenders
If you miss it apologise and re-schedule avoid skipping
a week
Working with the Open Door Policy
How many people run an open door
policy?
Encourage people to save content
for their 121.
Objections
I don't need to do formal 121s I speak to my people all the
time
121s are very different from casual
conversations
121s do not replace informal conversations
I don't have time to do 121s
You don't have 30 minutes
a week for me?
Your reports perceive that you control their careers therefore
they will invent reasons for 'face-time' with you they
use the open-door
20 employees 2 lots of 5 hours
save about a day a week.
121s are about making more time
Can do fortnightly 121s they
are just not as effective
Implementation
3 week rule commit blocks of
time 3 weeks out
What do reports think when they
are invited to a 121 with the boss?
Am I in trouble?
Is it a fad?
You must commit about skill and
will!
Don't give them up! You will
lose face and damage the relationship
Never known a manager who implemented 121s who stopped them
because they didn't work
Structure time expands to fill
space available
the more structure the greater
the effectiveness
30 minutes not 60 time is limited
results focused
First they will dump TMI
then they will make progress
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
80-90% will take the chance to
unburden themselves
About 5% will want it purely task
focused
They become more focused and quicker
over time
Schedule blocks of time 30 minute 121s with short gaps between
them
Communicate your intent to do 121s and invite reports to choose
a slot
e-mail/telephone/face2face
Avoid Mondays and Friday afternoons!
Offer a choice of dates
Should not take more than 8-10
hours a week
Go fortnightly
Part-timers can be more infrequent
Once you have scheduled 121s then you have an excuse for dropping
some JAMs
I am missing my meetings to spend
time with you...
Talk to your boss and explain what you are doing in 121s and why
it is a priority for you
10 minutes for them; 10 minutes for me; 10 minutes for the future
Never cancelled always re-scheduled
bring it forward
avoid doing 2 in a week
The 121 bucket note it down for
121
Documentation
Folder for each team member
Proforma for each 121
Most recent on top
Provides evidence base for performance
management and review
Take Notes!
Deal with pending issues from prior
121s
Talk about purpose!
Do 121s at your desk not in public
Perhaps monthly go for a coffee neutral space
Schedule specific task focused
meetings outside of 121s
No e-mail/no barriers/no phones/focus on them they are your
priority attention management
No waterfall/cascade not a team meeting these should happen
weekly anyway
Meet Admin 5 mins
121s
Weekly team meetings
Feedback review meetings monthly
Quarterly performance reviews
Preparation
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?
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
What positive feedback can I give?
What adjusting feedback can I give?
What can I delegate?
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!
Two Parts
Meetings
Documentation
Good management is about trust,
routine and communication
Gardening nurturing, tending, weeding
Not about explosions and volcanoes more like the slow movement
of tectonic plates gardening versus fire fighting
How many of you feel that you are well informed about what is happening
in your workplace?
How many of your reports feel that
they are well informed?
Provide a routine structure for developing and maintaining
robust communication, strong relationships and trust
Make the transition from fire-fighting
to gardening
It is about carving out time for tasks and project work
Take time to make time
Without regular 121s people WILL
feel disconnected and isolated
they will create a reason to get 'face time' with
you
121 can be the key to unlock more
discretionary effort and commitment
Coaching, monitoring, supporting,
developing, giving feedback
All Power is Trust
About reducing fear and increasing
openness
Intent matters you must have
the right motivation
People want more feedback and information
The most effective management tool
1 common thread that all excellent managers share all in their
own way do 121s
Weekly, structured, documented, scheduled, 30 minute meeting
with direct reports
Focus of 121s is on the report
What are they doing?
How are things progressing?
Updates on their projects, support
that they need
MINMs versus JAMs
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