Professional Documents
Culture Documents
Regular One-on-Ones
REGULAR REPORT
INTRODUCTION
TEAM MEETING (Key Results Achieved/
Not Achieved)
(Get to know, Team Bonding (Regular Tracking of the Plan
Induction to the function/area)
and Team Performance, Team TRANSITION
Review)
(Knowledge, Skill, Attitude
and Document Transfer)
PLAN REGULAR
ONE TO ONES
DEBRIEF
(Co-creation of Team Purpose, (Tracking and Coaching of (Team Experience Debrief,
Expectations, Goals, Strategies, Individual Performance and Key Learnings, Next Steps)
Budget, JD, Deadlines) Personal Goals, Feedback)
TEAM DAY
PERSONAL GOAL
SETTING
(Team bonding, Team
(Set the Individual Goals and a c t i v i t i e s ,
Action Plan, Make Personal Appreciations)
Goals for Development)
PERFORMING: One-on-Ones
What is One-on-Ones ?
They are conversations between team leader
and team member that usually last 45
minutes, where they reflect on what is going
well and what needs to change.
Regularly, the Team Leader hosts One to Ones with individual team members for
Tracking and Coaching of their Action Plans and Personal Goals.
-Tracking Individual Performance: Check overall achievement of the individual
action plan, recognise achievements and coach for higher performance.
- Personal Goal Tracking/Coaching: Check achievement of personal goals and set
higher/new personal goals.
- Feedback: Team Leaders should give regular feedback when they see behaviours/
actions that can be improved.
Learn your team’s preferences and profiles. When someone joins your team, you can them to fill a
Step One: personality test that will help you about how they like to be managed, how they like to communicate,
Preparation how they like to work with a team and how they like to receive coaching or feedback. Also during your
team experience, you will get to know them better.
This is their time! A one-on-one is not a time for you to dump information and tell people what to do.
Step Two: Instead, treat it as time to check in on how the whole person who works with you is doing. Are they
Listen
happy, fulfilled, learning, growing? Are there problems you can solve together? How can you support
this person?
Support through life difficulties and leadership difficulties. Make sure you explore both spheres of
Step Three: your team member’s journey. In order for them to excel in leadership development, their lives need to
Support
somehow be stable as well.
PERFORMING: One-on-Ones
As a team member:
have you ever left a one-on-one meeting feeling you didn’t get anything from it?
As a team leader:
have you ever left a one-on-one meeting feeling you’re not the coaching-type of guy?
Do’s Don’ts
Come prepared according to the member’s situation Cancel one-on-one meetings: stick to them! Your
and profile. people are your biggest priority and they matter.
Listen, then speak. Make this meeting a “status update”. You have
tracking methods for that purpose.
Go somewhere else outside the office, get some fresh air.
Answer you phone calls or check your phone.
Take notes and follow-up on action steps in the next
Raise your voice to this person.
meeting.
Doing most of the talking yourself.
If you can, embed a little bit of strategy in these
meetings. Treat it like an interview.
PERFORMING: One-on-Ones
REGULAR
ONE TO ONES
PERFORMING: One-on-Ones
Defining Coaching:
1. Using a set of skills to actively listen, ask powerful questions, raise awareness around “blind
spots,” challenge thinking and deeply held beliefs, make requests for new action, and design
personal programs for their coachee.
2. Helps the coachee see new possibilities and take effective action.
3. Most individual’s coaching default is to teach and it takes practice and a growth mindset to be
able to effectively facilitate coaching.
PERFORMING: One-on-Ones
Inspired by the “GROW technic”
Coaching Worksheet G: Goals
R: Realities
Help them to take a picture of the moment
Help them to draw a picture of future
Help them to look from different perspectives to different options
O: Options
W: Will Help them to clarify the first steps & empower them
2. How do you feel your current job 7. What transformation are you
Current benefits of present situation Personally, professionally and in externals as well
is helping you? seeking?
10. Feedback Time Helping this person not to fail and succeed better
PERFORMING: One-on-Ones
SMART-PURE
S: Specific
P: Positively Related
M: Measurable
U: Understood
A: Agreed
R: Relevant
R: Related to Vision
E: Ethical
T: Time Planned
PERFORMING: One-on-Ones
Feedbacking
The fact is, it can be uncomfortable to give feedback. The antidote to being uncomfortable giving
feedback is be clear about your intention and your role.
Intention
Why you want to deliver this feedback and how you intend to do it. Do you intend to help your direct
report have a better career and experience here? Can I deliver this message with genuine empathy for
their perspective?
Role
As a person’s team leader, it is absolutely your responsibility to help that person grow— it’s
irresponsible not to.
PERFORMING: One-on-Ones
SBI: Situation, Behaviour, Impact
Situation