Connect with Me
Scholz Leadership Development: What We Do
Subscribe to Leader Snips, the Blog by Email
-
RSS Links
About Me
Chip Scholz
Head CoachChip Scholz is Head Coach of Scholz and Associates, Inc. He is a nationally recognized executive coach, public speaker and author. He is a Certified Business Coach and works with CEO’s, business owners and sales professionals across North America.
Chip has written for a number of business and trade publications. 2009 saw the release of his first book project, “Masterminds Unleashed: Selling for Geniuses.” His second book, with co-authors Sue Nielsen and Tracy Lunquist, “Do Eagles Just Wing It?” was published in 2011. His next book "Clear Conduct" is due in 2013.Do Eagles Just Wing It?
Buy a copy of Do Eagles Just Wing It? here!
Masterminds Unleashed: Selling for Geniuses
Buy a copy of Masterminds Unleashed: Selling for Geniuses here!
-
Recent Posts
Recent Comments
- Wishwallca on Top 10 Sites to Track your Goals Online
- Ten Things: Building Your Executive Presence In-House | Ten Things You Need to Know as In-House Counsel® on Executive Presence: The Trust Factor
- Victor Crain on A 65-Year-Old Thanksgiving Message for Today’s World
- Jay Jorgenson on 10 Reasons for Managers to
Use Coaching Conversations - Attilio on Be a Courageous Leader:
Overcome Your Fears
Categories
Archives
- September 2021
- July 2021
- April 2021
- March 2021
- December 2020
- November 2020
- October 2020
- June 2020
- May 2020
- April 2020
- March 2020
- January 2020
- December 2019
- November 2019
- October 2019
- September 2019
- August 2019
- July 2019
- June 2019
- May 2019
- April 2019
- March 2019
- February 2019
- January 2019
- December 2018
- November 2018
- October 2018
- September 2018
- August 2018
- July 2018
- June 2018
- May 2018
- April 2018
- March 2018
- February 2018
- January 2018
- December 2017
- November 2017
- October 2017
- September 2017
- August 2017
- July 2017
- June 2017
- May 2017
- April 2017
- March 2017
- February 2017
- January 2017
- December 2016
- November 2016
- October 2016
- September 2016
- August 2016
- July 2016
- June 2016
- May 2016
- April 2016
- March 2016
- February 2016
- January 2016
- December 2015
- November 2015
- October 2015
- September 2015
- August 2015
- July 2015
- June 2015
- May 2015
- April 2015
- March 2015
- February 2015
- January 2015
- December 2014
- November 2014
- October 2014
- September 2014
- August 2014
- July 2014
- June 2014
- May 2014
- April 2014
- March 2014
- February 2014
- January 2014
- December 2013
- November 2013
- October 2013
- September 2013
- August 2013
- July 2013
- June 2013
- May 2013
- April 2013
- March 2013
- February 2013
- January 2013
- December 2012
- November 2012
- October 2012
- September 2012
- August 2012
- July 2012
- June 2012
- May 2012
- April 2012
- March 2012
- February 2012
- January 2012
- December 2011
- November 2011
- October 2011
- September 2011
- August 2011
- July 2011
- June 2011
- May 2011
- April 2011
- March 2011
- February 2011
- January 2011
- December 2010
- November 2010
- October 2010
- September 2010
- August 2010
- July 2010
- June 2010
- May 2010
- April 2010
- March 2010
- February 2010
- January 2010
- December 2009
- November 2009
- October 2009
- September 2009
- August 2009
- July 2009
- June 2009
- May 2009
The One-on-One Meeting:
Policy and Preparation
If one-on-one meetings are not a significant part of your leadership portfolio, they should be (read my previous post, here.) As a welcome component of your leadership process, one-on-one meetings are not a sign of trouble or concern, rather, they signal that you are an engaged leader.
Communication is key. Be clear that everyone gets to have a one-on-one with you. No one is placed in a dubious category by meeting with the leader privately. Making the meetings a positive aspect of your team process eliminates the fear or awkwardness when calling them.
Stress the importance and benefit of this tool to your staff. The team operates at a higher level and each person’s job is more rewarding. Everyone will appreciate it.
Make it clear that the policy works both ways. Your door is open to those who want to talk. Any subject is fair game. If you aren’t available at request, make sure you schedule a time as soon as possible. You’ll build trust and respect by attending to your people’s needs.
One-on-One Meeting Planning
The one-on-one is a special kind of meeting, and due to its nature, must be conducted with special regard. When this topic comes up with my coaching clients, we discuss how it is a personal appointment designed to benefit both a working and personal relationship; therefore, it’s customized for the circumstances.
Choose a setting appropriate for the individual. Your office may be best, or if you’re working with a lower level manager, their office. Another room or area on the campus may work well. Wherever it is, your attention needs to be undivided and focused on your employee to attain an effective level of trust—both ways.
Scheduling the meeting in advance signals your employee that you value their time and attention, and it allows you to secure the proper setting.
Plan an agenda ahead of time, and stick to it to cover the needed topics. Respect the employee’s time by keeping the conversation relevant and work related. Chitchat should be minimal: a groundbreaker only.
For duty-related topics, share the agenda in time to allow the employee to prepare. You may want some materials that take time to assemble, or you may want a decision that requires some careful thought.
However, a discussion over a troubling personal issue generally does not benefit from a pre-announced agenda. In this case an advanced notice can cause misunderstanding and undo stress. Conversely, unplanned discussions about the employee’s performance or personal issues can feel like a surprise attack. Weigh these factors carefully.
What do you think? Do you have a policy on one-on-one meetings? What other ways do you prepare for the meetings? I’d love to hear from you. Give me a call, 704-827-4474. Or, you can reach me here and on LinkedIn.
Related posts:
Go From Trepidation to Appreciation
Managing in One Hour a Day