LME 051 – The Power of One-on-Ones
Today, we’re diving into a simple, yet incredibly powerful leadership tool that many overlook: One-on-Ones.
Now, if you just thought
“Oh, I do those once a year in the annual review.”
Well, then you’re exactly the person who should stay tuned. Because that’s not what I’m talking about.
One-on-Ones are not about performance reviews or salary discussions. They are not about project updates or status meetings either.
Instead, they are about building trust, offering support, exchanging expectations, and staying connected to your people in a meaningful way.
Why One-on-Ones Matter
Let me share something I’ve observed in countless leadership trainings and workshops with CEOs, team leaders, and department heads:
Many tell me,
“Of course, I talk to my people all the time! At the coffee machine, in the hallway, during car rides.”
Sure. But let’s be honest – those are not the same. Those are “by the way” conversations, mostly about day-to-day operations and urgent issues.
One-on-Ones are different.
They are scheduled, intentional, and focused on the important, not just the urgent. They’re about the relationship, about helping your team grow, and about staying aligned.
In fact, skipping regular One-on-Ones is one of the biggest reasons why leaders get blindsided. Have you ever been shocked when a top performer quits? Often, the signs were there – you just weren’t having the conversations to notice them.
What to Talk About
So, what exactly happens in a good One-on-One?
It’s not rocket science, but it does take care. Here’s a simple structure that works well:
- The Employee’s Time (10 minutes)
Give them space to bring up their issues, thoughts, or ideas. What’s on their mind? - Your Topics (10 minutes)
Share feedback, update them on company goals, ask for input on changes. - Looking Ahead (10 minutes)
Discuss what’s coming up. Align on priorities. Summarize agreements.
Of course, this isn’t rigid. But having this loose framework keeps you both focused.
Also: Make sure the employee speaks more than you do. This is their time with you.
How Often and How Long?
A good starting point is weekly 30-minute conversations. Yes, I know, that sounds like a lot.
But let’s do the math: Even if you have 7 direct reports, that’s only about 3.5 hours a week. Not even 10% of your working time.
Considering the benefits — stronger relationships, better alignment, higher engagement, fewer surprises – this is a fantastic return on investment.
And if weekly feels too intense after a while? Move to every two weeks. The key is consistency. Skipping them “just this once” can easily become a habit.
How to Start
Introducing One-on-Ones, especially if you’ve never done them before, can feel awkward. My advice? Keep it simple and honest:
“I’d like to introduce regular One-on-Ones so we can focus more on your needs, your goals, and stay better connected.”
Then, to start each meeting, use simple openers like:
- “How are things going for you right now?”
- “What’s your biggest challenge at the moment?”
- “Is there anything I can do to support you better?”
Your job in that moment is to listen. Really listen.
Final Thoughts
Leading means making space for what matters. And what matters most? Your people.
One-on-Ones aren’t magic. But they create the space where magic can happen. Where trust is built, ideas are shared, frustrations are aired, and people feel seen and valued.
If you don’t already have regular One-on-Ones in your leadership routine, I encourage you: Make them a habit.
Start this week. Block time with each of your team members and make One-on-Ones part of your leadership routine.
To make this even easier, I created a practical One-on-One blueprint for you. It includes a simple Checklist to make one-on-ones easy for you.
It’s free and will help you prepare, structure, and make the most out of each one-on-one conversation.
Just click here!
