Rethinking 1:1 Check-Ins

One of the best ways to increase employee engagement is with 1:1 Check-ins. However, 1:1 Check-ins are one of the most dreaded and least thought about  tools in the engagement toolbox. 

The Challenge of Check-Ins

  • Depending on the size of your team, check-ins can take up a large portion of your time.

  • Employees come unprepared to engage or without topics to discuss.

  • The reality of scheduling can be exhausting.

  • Busy leaders often cancel or postpone 1:1’s communicating they are not a priority

Making Check-ins More Effective, Efficient, and Valuable.

Shift Your Thinking

When I talk to coaching clients about 1:1 Check-ins, most people immediately multiply the number of direct reports they have by 60 minutes and say, “I can’t possibly block that much time in my calendar every week!”

Of course you can’t. Nor should you. Not every person on your team needs a full hour and not every person on your team needs to meet every week.

Take a look at your team and consider the needs of each person. A newer employee or someone starting out on a new, complex assignment, may need once a week as they ramp up. An employee on a performance review plan or who is struggling may need 15 minutes twice a week to check in on progress. A high potential employee who you are mentoring for a promotion or leadership position might require a 90-minute block of time every other week or once a month. And a competent, high performing employee who is an excellent individual contributor and thrives on working independently, will have a different set of needs.

How do you determine who needs what?

Start by asking each employee what frequency and amount of time feels right to them. You can always adjust later on if needs change. 

Be Consistent

The way to help participants make the best use of check-ins is to be consistent and transparent with your expectations. Tell them that your expectation is that they drive the discussion. 

I recommend following this simple format:

  • What is going well?

  • What is challenging?

  • What do you need help with?

  • Feedback from you to the employee

Let the employee know in advance that this is the format and  they should come prepared to lead the discussion of the first three questions at every check in.

These simple questions allow the employee to drive the discussion based on what is important to them. Of course, if there is a hot topic that they don’t bring up, ask about it. 

If there are to-dos, new action items, or follow-ups that are necessary, put the responsibility on the employee to check back in with you. Avoid creating a whole new list for yourself as a result of the check-in by asking a simple question such as, “How and when will you let me know this is taken care of?”

Bring Coaching to the Session

Use open-ended coaching questions and phrases to elicit more information. Here are some examples that work really well.

  • Please say more about that.

  • Can you give me an example?

  • What do you think your next step will be?

  • What have you already tried?

  • What have you done in the past that worked?

  • Who else could you talk to get more information?

  • How will you know when this is complete? 

  • What priority is this for you?

Reduce Scheduling Headaches

Initially setting up schedules can be frustrating. However, once you prioritize check-ins, you will find it easier. 

Go ahead right now and block several times on your calendar for 1:1 Check-ins. Make that time sacred. Don’t move it around. Make the available time blocks apparent to your team so they can go to your calendar, find a time that works for them and schedule it.

If you notice that someone is not booking with the consistency or frequency you’ve discussed with them, set up a meeting to find out why. Remind them that these check-ins are a priority. 

Model the Behavior You Desire in Others

The value your direct reports put on these meetings is directly related to the value you place on them. If you cancel, postpone, or reschedule often, people will not take them seriously and will not come prepared. 

If someone does show up unprepared or with nothing to discuss, this is an opportunity for a feedback conversation that leads to coaching. 

When the session is happening, be fully present. Turn off your cell phone, don’t allow interruptions from others, don’t multitask. Be curious and use coaching tools to engage and empower the employee. 

Check-ins can be the most effective way to increase engagement and work satisfaction. If you’ve let 1:1 Check-ins fall by the wayside or become cumbersome, use the tools above to re-imagine how to effectively implement them.

Beth Wonson