{"id":6806,"date":"2020-07-02T08:44:58","date_gmt":"2020-07-02T14:44:58","guid":{"rendered":"https:\/\/www.englandlogistics.com\/?p=6806"},"modified":"2020-07-10T10:12:07","modified_gmt":"2020-07-10T16:12:07","slug":"using-one-on-ones-as-a-coaching-tool","status":"publish","type":"post","link":"https:\/\/www.englandlogistics.com\/using-one-on-ones-as-a-coaching-tool\/","title":{"rendered":"Using One-on-Ones as a Coaching Tool"},"content":{"rendered":"
<\/p>\n
When working in a business, setting clear expectations between an individual team member and his\/her leader is foundational to effective performance. However, continued and regular follow-up, and supportive coaching, is critical to sustained success. The strongest approach to effective follow-up is a consistent cadence of one-on-one discussions between the employee and her\/his leader. These regular one-on-one meetings provide a platform for both follow-up and feedback.<\/span><\/p>\n <\/p>\n Here are a few high-impact practices that can increase the value each person receives at these one-on-one meetings.<\/span><\/p>\n <\/p>\n After the employee identifies the areas of discussion for the one-on-one discussion, s\/he should create a comprehensive agenda. The employee should send the agenda to their manager at least 24 hours prior to their discussion so the leader is prepared to contribute to a successful one-on-one. Employees lead the meeting, and both the employee and the leader should have the opportunity to provide feedback regarding the performance in their respective roles.<\/span><\/p>\n <\/p>\n One-on-ones should be employee-driven and leader-guided. This way, the employee takes ownership in his\/her role in their position and in the company. Even when a leader sees a real-time opportunity for coaching the individual during the discussion, the leader should listen then guide the employee in understanding the gaps and identifying the solution(s). The employee then ultimately owns the solution, which helps them in their implementation.<\/span><\/p>\n <\/p>\n As the leader coaches the employee, trust develops between the leader and the employee as they work through the employee-identified areas for improvement. At the end of the meeting, time should be given to the leader to guide on items not identified by the employee. Oftentimes, this type of coaching allows the leader to uncover blind spots the employee hasn\u2019t identified him\/herself.<\/span><\/p>\n <\/p>\n Once the one-on-one meeting is complete, the employee records follow-up assignments and forwards those to the manager. These items will be discussed in the employee\u2019s next one-on-one so there is opportunity for coaching, accountability and celebration. Development plan updates should be included quarterly to support the employee and leader\u2019s continued growth, and informal, ad-hoc one on ones play an important role in filling real-time gaps and course adjustments.<\/span><\/p>\n <\/p>\n In addition to the high impact practices outlined above there are a few traps to avoid to keep one-on-ones productive and producing results:<\/span><\/p>\n <\/p>\n One-on-one meetings are a great tool for companies to increase their productivity, communication, and grow their company culture. If leaders conduct them properly, employees will feel valued and engaged, and the manager will grow in his\/her coaching skills.<\/span><\/p>\n <\/p>\n <\/p>\n <\/p>\n","protected":false},"excerpt":{"rendered":" When working in a business, setting clear expectations between an individual team member and his\/her leader is foundational to effective performance. However, continued and regular follow-up, and supportive coaching, is critical to sustained success. The strongest approach to effective follow-up is a consistent cadence of one-on-one discussions between the employee and her\/his leader. These… Read more »<\/a><\/p>\n","protected":false},"author":9,"featured_media":6867,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"libsyn-item-id":0,"libsyn-show-id":0,"libsyn-post-error":"","libsyn-post-error_post-type":"","libsyn-post-error_post-permissions":"","libsyn-post-error_api":"","playlist-podcast-url":"","libsyn-episode-thumbnail":"","libsyn-episode-widescreen_image":"","libsyn-episode-blog_image":"","libsyn-episode-background_image":"","libsyn-post-episode-category-selection":"","libsyn-post-episode-player_use_thumbnail":"","libsyn-post-episode-player_use_theme":"","libsyn-post-episode-player_height":"","libsyn-post-episode-player_width":"","libsyn-post-episode-player_placement":"","libsyn-post-episode-player_use_download_link":"","libsyn-post-episode-player_use_download_link_text":"","libsyn-post-episode-player_custom_color":"","libsyn-post-episode-itunes-explicit":"","libsyn-post-episode":"","libsyn-post-episode-update-id3":"","libsyn-post-episode-release-date":"","libsyn-post-episode-simple-download":"","libsyn-release-date":"","libsyn-post-update-release-date":"","libsyn-is_draft":"","libsyn-new-media-media":"","libsyn-post-episode-subtitle":"","libsyn-new-media-image":"","libsyn-post-episode-keywords":"","libsyn-post-itunes":"","libsyn-post-episode-itunes-episode-number":"","libsyn-post-episode-itunes-season-number":"","libsyn-post-episode-itunes-episode-type":"","libsyn-post-episode-itunes-episode-title":"","libsyn-post-episode-itunes-episode-author":"","libsyn-destination-releases":"","libsyn-post-episode-advanced-destination-form-data":"","libsyn-post-episode-advanced-destination-form-data-enabled":"","libsyn-post-episode-advanced-destination-form-data-input-enabled":false,"libsyn-post-episode-premium_state":"","libsyn-episode-shortcode":"","libsyn-episode-embedurl":"","footnotes":""},"categories":[374],"tags":[],"yoast_head":"\nEmployees Lead the Meeting<\/span><\/strong><\/h4>\n
Leaders Actively Listen<\/span><\/strong><\/h4>\n
<\/h4>\n
Coaching Increases Communication<\/span><\/strong><\/h4>\n
Follow Up is Key<\/span><\/strong><\/h4>\n
Traps to Avoid<\/span><\/strong><\/h4>\n
\n