If you’re a leader managing a team, and together with your team you plan and execute tasks, one of the most crucial factors determining whether you will achieve your goals and experience success is development—both your own and that of your team members. I assume you work in an environment where you cultivate a team of people eager to learn, grow, improve their performance, and take on new challenges. However, for genuine development and learning to occur, there needs to be a means of verification—an opportunity to assess whether what I’m doing is being done well, or if I could improve, or whether there are alternative, more effective ways to approach the task. Even when I’m performing my tasks almost perfectly, it’s still important to confirm that I am indeed doing so.
One effective way to verify progress in a boss-subordinate relationship is through regular one-2-one meetings, where the employee has the opportunity to receive honest feedback. However, simply scheduling these meetings and adding them to the calendar as recurring events is not enough. These meetings need a clear structure, and it’s essential to follow a few basic principles to ensure they are valuable for both you and your subordinate.
One-2-one meetings must have a clearly defined purpose, which should be discussed and agreed upon with the employee. This ensures that both parties can focus on the objective, and if achieved consistently, both will feel that the time spent was worthwhile.
Listening. These meetings are a dialogue, and both parties should have the opportunity to speak, but it’s crucial that the other party actively listens to what is being said. Ideally, this should involve active listening. Allow your subordinate to express themselves fully, but also ask questions to clarify or deepen your understanding. This approach will make the conversation more effective, and your subordinate will feel that you are genuinely paying attention, that their input matters, and that you are listening carefully.
Be honest, open, and engaged. It’s important to establish these principles from the outset. The purpose of these meetings is to have an honest conversation about what’s working well and what needs improvement, and to understand why. Creating a positive atmosphere and a sense of safety will encourage open sharing of thoughts and experiences, allowing both parties to listen and appreciate each other’s perspectives.
Give honest feedback. Clearly highlight what you appreciate about your subordinate and express gratitude for specific aspects of their work. At the same time, point out areas that you believe need improvement. Define clear criteria for what you consider to be well-executed work. A common mistake in these types of meetings is focusing solely on “what could have been done better.” Strive to balance both positive and constructive feedback. Remember, recognition and praise are motivating. Your subordinate should leave the meeting feeling encouraged to continue, improve, and grow.
Ask for feedback for yourself. Demonstrate to your employees that you, too, are focused on growth and that their honest input is valuable in helping you improve. Encourage them and express gratitude for their feedback.
The one-2-one meeting is also intended to address specific issues. It’s not just an honest conversation in a friendly atmosphere. Your subordinate may bring up a particular problem. In such cases, establish clear actions, set deadlines, and, if possible, make decisions during the meeting.
However, be mindful of time. The meeting should remain focused and conclude within the agreed-upon time frame. Leave a few minutes at the end to summarize the key agreements and review the meeting itself. Was the format, pace, and organization suitable for both parties?