IntroductionWelcome| 00:00 | (music playing)
| | 00:04 | One essential skill in today's work
environment is knowing how to lead and
| | 00:09 | participate in productive one-on-
one meetings with your coworkers.
| | 00:13 | In my business coaching, my clients and I
have seen the benefits of these meetings.
| | 00:18 | Productive one-on-ones, sometimes
called one-to-ones, cut down the number of
| | 00:23 | interruptions that take place in your day.
| | 00:25 | They help employees improve their
skills through personal training and
| | 00:28 | development and improve
communication within a team.
| | 00:33 | In this course, I'll walk you through
the principles of running productive
| | 00:37 | one-on-one meetings.
| | 00:38 | I'll also help you decide the most
appropriate times to hold these one-on-ones,
| | 00:43 | and how to prepare for them.
| | 00:45 | And, I'll give you tips and tricks for
keeping your one-on-ones running smoothly.
| | 00:49 | And lastly, I'll guide you through what
to do after the meeting is over, so that
| | 00:54 | both of you take action and
follow through on your commitments.
| | 00:58 | With these simple strategies, you'll
have all the tools you need to lead
| | 01:03 | productive one-on-one meetings.
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| Using the exercise files| 00:00 | If you are a member of the lynda.com
online training library or if you're
| | 00:05 | watching this course on a DVD-ROM, you
have access to the exercise files used
| | 00:10 | throughout this title.
| | 00:11 | The exercise files can found in
the folder called Exercise Files.
| | 00:15 | These files include templates and
guides that I refer to and show in several
| | 00:20 | parts of this course.
| | 00:22 | You may use these or develop your
own based on the information provided.
| | 00:26 | I am excited to share this
with you. Let's get started.
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1. Having a One-on-One MeetingUnderstanding the importance of the one-on-one| 00:00 | The regularly scheduled one-to-one
meeting is one of the most powerful tools
| | 00:04 | that any manager can use.
| | 00:06 | The reason why they're so powerful is
because they help you avoid the many
| | 00:10 | little quick questions that
happen throughout your day.
| | 00:13 | One manufacturing company that I
coached said that just implementing the
| | 00:18 | one-to-one meeting
increased productivity by 30%.
| | 00:21 | A one-to-one meeting is a regular
meeting that occurs at the same time and the
| | 00:26 | same place, and is scheduled
perpetually on your calendar.
| | 00:29 | It's the place where you can communicate
with each other and follow up with each
| | 00:34 | other on the things unique
to your working relationship.
| | 00:37 | The one-to-one meeting is a place
where both should feel respected and valued,
| | 00:43 | and it's a place where you can
ask each other questions openly.
| | 00:46 | This isn't to say that you're not
going to have the occasional emergency or
| | 00:50 | questions that need to be
dealt with outside of this meeting.
| | 00:54 | But when you have a recurring schedule,
you'll find that you can wait to ask
| | 00:59 | those questions until the recurring
meeting, freeing both of your time,
| | 01:04 | increasing your productivity, and reducing the
stress that you're experiencing in your workday.
| | 01:10 | The one-to-one meeting is not a
place to deal with creating or
| | 01:14 | brainstorming projects.
| | 01:16 | That is usually better handled in a
project meeting or in a recurring group meeting.
| | 01:22 | It's also not a place for
criticism or strong correction,
| | 01:26 | although occasionally there will be
feedback given and some minor correction.
| | 01:31 | If there are serious issues to be
discussed, they should take place outside of
| | 01:36 | this regular one-to-one meeting.
| | 01:38 | In general, the one-to-one meeting
should be used for anyone that you deal with
| | 01:43 | regularly on a daily or weekly basis.
| | 01:46 | In the next video, I'll give you a
tool to help you determine the people that
| | 01:50 | best fit the one-to-one meeting schedule.
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| Deciding who to meet with for a one-on-one| 00:00 | Occasionally, when I talk about the
concept of one-to-one meetings, people are
| | 00:04 | uncertain who they should be
holding these meetings with.
| | 00:08 | To help you decide the best people
to meet with in one-to-one meetings,
| | 00:12 | we've provided a simple worksheet that will
walk you through the decision making process.
| | 00:17 | In the first column,
you'll see Work Relationship.
| | 00:20 | Simply list all the people that you
work with on a regular recurring basis.
| | 00:26 | Next, you'll fill in each of
the columns with a simple scale.
| | 00:30 | The first two columns
ask for a 0 or 3, meaning
| | 00:35 | put 0 if it doesn't apply
or 3 if it does apply.
| | 00:39 | For instance, if you manage the person
or they manage you, then put down a 3.
| | 00:44 | And of course, if no management is
involved, then you would put a 0 there.
| | 00:49 | The next column is Ongoing client.
| | 00:52 | This applies particularly to service
professionals who have clients on retainer
| | 00:57 | or who you're working
with on a long-term project.
| | 01:01 | If you have someone like that
that you meet with, put a 3 there.
| | 01:06 | The rest of the columns--Questions,
Delegate, Coordinate, and Follow up--
| | 01:10 | can simply be answered with a 0, 1, 2, or 3.
| | 01:15 | Zero would represent never. One, rarely.
| | 01:17 | Two, occasionally, and 3, frequently.
| | 01:21 | So for instance, if I put Aimee's
name here and we both frequently ask each
| | 01:27 | other questions, then I would
put 3 in the Questions column.
| | 01:31 | Fill in each of the columns for the
various people that you meet with.
| | 01:35 | Delegate means that you delegate things
back and forth to them or they to you.
| | 01:40 | Coordinate means how often do you
two need to coordinate your schedule?
| | 01:45 | And Follow up means how often do you
follow up with each other to make sure that
| | 01:50 | you're successful in what you do?
| | 01:52 | Again, this is not an exact science,
but just a simple scale to help you
| | 01:57 | understand how critical it is to meet
with people on a regular one-to-one basis.
| | 02:02 | After you've completed this for each of
the names on your list, add up a total
| | 02:07 | and find out what their
need score is. And last,
| | 02:11 | rank each of these people
according to their need score.
| | 02:14 | So the person with the
highest number would rank number 1.
| | 02:18 | To start with, I recommend that you
schedule one-to-one meetings with the top
| | 02:24 | three or four people on that list.
| | 02:27 | In the next video, I'll give you some
suggestions about how often you should
| | 02:32 | meet with these people.
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2. Setting Up a One-on-OneEstablishing a schedule| 00:00 | After you've decided on a handful of
people that you should meet with on a
| | 00:04 | one-to-one basis, the next step is
determining the schedule for these
| | 00:08 | one-to-one meetings.
| | 00:10 | There's no perfect answer to how often you
should meet and how long the meeting should be.
| | 00:15 | However, I can give you some rules of
thumb based on my experience of working
| | 00:19 | with companies of all shapes and sizes.
| | 00:22 | The most common one-to-one meeting
schedule is two times per month at 25
| | 00:27 | minutes per meeting.
| | 00:29 | So, if you don't know where to begin,
that's the place to start: two meetings
| | 00:33 | per month, 25 minutes per meeting.
| | 00:35 | However, that's just the baseline.
| | 00:38 | Most of you will know what's more
appropriate for the people on your one-to-one list.
| | 00:43 | So, if you feel that meeting twice
per month isn't enough, then schedule
| | 00:47 | meetings more often.
| | 00:49 | However, the more often you meet,
the shorter the meetings should be.
| | 00:53 | So, if I say that I need to meet with
Faye every week, then I would probably
| | 00:58 | want those meetings to be just 15 minutes.
| | 01:02 | On the other hand, the less often I
meet, the longer the meetings should be.
| | 01:07 | Let's say that I have someone else,
maybe a top client that I only need to meet
| | 01:12 | with once per month.
| | 01:13 | Since I'll meet with them less often, the
meetings should be longer, maybe up to 50 minutes.
| | 01:19 | This is because there's been a lot of
space between the meetings and we want
| | 01:23 | to make sure we have plenty of time to
discuss the various questions that we might have.
| | 01:29 | Again, this discussion is not designed
to give you a one-size-fits-all rule, but
| | 01:34 | rather, give yourself a launching point.
| | 01:37 | The good news is that once you get
into the rhythm of having these meetings,
| | 01:42 | they're very easy to keep.
| | 01:43 | This is because you'll have an
established pattern on both of your calendars.
| | 01:48 | I would encourage you that when you
both schedule the one-to-one meetings on
| | 01:52 | your calendars, schedule them as a
recurring meeting with a pattern. Finally,
| | 01:58 | one caution:
| | 01:59 | if you don't stick to the schedule, if
you consistently miss meetings, show up
| | 02:03 | late, or have to move them around a lot,
soon, they'll lose their effectiveness,
| | 02:08 | and you'll revert back to the old
pattern of having to answer and ask quick
| | 02:13 | questions constantly throughout the day.
| | 02:15 | So, when choosing your date and time
with the person put effort into setting a
| | 02:21 | time that you'll both know you
can keep and you'll stick to it.
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| Determining the agenda| 00:01 | Often, when I train people about
one-to-one meetings, they ask me, "What's the
| | 00:04 | agenda, what should we cover?"
| | 00:06 | We've provided a simple agenda for
you that you can download from this
| | 00:10 | course's information page.
| | 00:12 | First, begin your meeting on time.
| | 00:15 | Second, follow up on action items
committed to in the previous meeting.
| | 00:20 | Next, the leader will teach a brief
development, about three to five minutes.
| | 00:26 | No matter who you're meeting with, this
is a great opportunity for you to help
| | 00:30 | that person learn and grow.
| | 00:32 | I'll give you guidance on how
to prepare for and teach this.
| | 00:35 | The forth step in the agenda is
where you give them an opportunity to ask
| | 00:40 | you for their needs.
| | 00:42 | They'll ask them, "What do you need from me?"
| | 00:44 | And you'll listen patiently and give
them the opportunity to ask as many
| | 00:48 | questions as they want to ask.
| | 00:50 | This will remove many of the quick
questions that are taking place throughout
| | 00:54 | your week that are causing
you both to be less productive.
| | 00:57 | The fifth step is that you'll then have an
opportunity to ask them questions and make requests.
| | 01:04 | This includes delegating items to them.
| | 01:08 | Then you'll review the commitments you
made to each other during the meeting by
| | 01:12 | asking the question, "What's
the next step for each of us?"
| | 01:16 | And then finally, end the
meeting on time or early.
| | 01:19 | This simple agenda will become the framework
for every one-to-one meeting that you have.
| | 01:25 | It's very effective because of its
simplicity and because it allows each person
| | 01:30 | a significant amount of time to be heard.
| | 01:33 | It will ensure that these meetings are
highly productive by helping you both
| | 01:37 | follow through on your commitments.
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3. Running a One-on-OneReviewing delegated action items| 00:00 | After you open the one-to-one meeting,
the first item on the agenda is to follow
| | 00:05 | up on any delegated items.
| | 00:07 | I recommend that you bring a list of the
items, either paper or digital, that you
| | 00:12 | delegated to the person.
| | 00:13 | Begin the meeting by asking about
each one of those delegated items.
| | 00:18 | Then, as appropriate, give them praise
or correction depending on their results.
| | 00:23 | Keep your comments brief to
keep the meeting moving along.
| | 00:27 | So, if the other person completed
the delegated task, a simple "great" or
| | 00:32 | "good job" is enough.
| | 00:33 | Then, for any item where you feel it
appropriate, follow that positive statement
| | 00:39 | with a simple question:
What did you gain from doing this?
| | 00:43 | This will give the other person a
moment to pause and reflect about the
| | 00:47 | work that they did.
| | 00:48 | It also creates a mini teaching moment
for them to share with you any insights
| | 00:54 | that will make future work or delegation easier.
| | 00:57 | I recommend you ask this question
when it feels appropriate to you.
| | 01:02 | A little bit will go a long way.
| | 01:04 | Now, what if they didn't
complete the delegated item?
| | 01:08 | Then the most effective follow-up
question I found is something like this: What
| | 01:14 | stood in the way of completing this?
| | 01:17 | This is much more effective than asking a
why question, such as, why didn't you do this?
| | 01:22 | Why is a very strong word, and often, it
carries with it the assumption of personal blame.
| | 01:30 | Why often implies, why
weren't you good enough to do this?
| | 01:34 | Why were you a failure?
| | 01:36 | By substituting what stood in the
way for why, you're leaving open the
| | 01:41 | possibility to many different reasons
that could have kept the person from
| | 01:45 | completing their assigned task.
| | 01:47 | After they answer, you'll have a
greater knowledge about how to help them
| | 01:51 | complete the task, as well
as correct future missteps.
| | 01:55 | Keep follow-up positive, brief,
and focused on actions and results.
| | 02:01 | If you need to correct someone for not
completing a delegated item, I recommend
| | 02:06 | you always follow up the
correction with sincere praise.
| | 02:10 | By following this simple pattern,
you'll become someone that's a trusted
| | 02:14 | resource, rather than a demanding taskmaster.
| | 02:18 | People will welcome your insight and become
more forthcoming about errors when they happen.
| | 02:24 | Remember, the purpose of the
one-to-one meeting is to strengthen the
| | 02:29 | communication between you and the
other person and coordinate your efforts.
| | 02:34 | This simple method to follow up on
delegated items will keep your relationships
| | 02:39 | smooth and ensure that there is
accountability for assigned tasks.
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| Training and development| 00:00 | Every one-to-one meeting gives you
the opportunity to provide some focused
| | 00:04 | training and development for the other person.
| | 00:07 | Now, because one-to-one meetings by
nature are going to be rather short, it's a
| | 00:12 | good idea to keep this training short
as well, about five to seven minutes.
| | 00:17 | Each training session
should involve a "what" and a "how?"
| | 00:21 | The "what" is the concept you're going to teach.
| | 00:24 | The "how" is the method
you'll use to teach that concept.
| | 00:29 | You're only going to have enough
time to cover one concept per meeting.
| | 00:33 | There are many possible directions,
so I'll offer three suggestions to help make
| | 00:38 | the decision process easy for you.
| | 00:40 | The first option is to cover a
concept that the other person has already
| | 00:45 | asked for help with. That is,
| | 00:47 | if they've asked you for help
understanding a particular topic, then it makes
| | 00:52 | sense to address that topic
in the next training session.
| | 00:56 | Your second training option is to cover an
area where the other person has the greatest need.
| | 01:02 | This is a flexible decision and
depends on your interaction with that person.
| | 01:06 | Where are our areas where they
can improve or they need insight?
| | 01:10 | What struggles have they
had since your last meeting?
| | 01:13 | The third option is to provide
training on a new system or a process that
| | 01:18 | needs to be implemented.
| | 01:20 | So, if your company has changed a
policy or implemented a new system, the
| | 01:24 | one-to-one meeting would be a great
time to deliver that necessary training.
| | 01:29 | Once you've decided what you want to
train the person on, you'll need to
| | 01:33 | decide how to teach it.
| | 01:35 | Let's look at three methods.
| | 01:37 | The first is to use a story.
| | 01:39 | If you can use a true story, that's the best.
| | 01:42 | For instance, you can tell a story about
something that happened to you last week.
| | 01:47 | I was talking to a customer this week
and they had confusion about an order.
| | 01:52 | I thought it would be a good idea to
train you on what I did to help them, so
| | 01:56 | that you can know how to
answer this question going forward.
| | 02:00 | A simple story can illustrate your
point in ways that are more effective than
| | 02:05 | just telling someone what to do.
| | 02:07 | The second method is to
use some sort of visual aid.
| | 02:11 | This can be as simple as a
picture or maybe a cartoon.
| | 02:14 | I remember having a discussion
many years ago with my manager.
| | 02:18 | I have been assigned a particular
project and I didn't know how much
| | 02:22 | responsibility I really had for the project.
| | 02:25 | The manager took a piece of paper,
wrote the name of the project on the paper,
| | 02:29 | crumpled it up and threw it in my lap
and said, the ball is in your court.
| | 02:34 | That simple illustration stuck with me
much stronger than if the person had just
| | 02:40 | said, "You're responsible for it."
| | 02:42 | The third method of teaching is to use a video.
| | 02:45 | The concise videos on lynda.com are a
great resource for a short training moment
| | 02:51 | during your one-to-one.
| | 02:52 | You can watch a video together and then discuss.
| | 02:54 | Or, you can even use this video
to train someone on how to train.
| | 02:59 | In summary, first, decide
what concept you want to teach.
| | 03:04 | Then decide how you'll teach that concept.
| | 03:08 | By providing a brief training moment in
a one-to-one meeting, you'll serve the
| | 03:12 | other person by sharing your
experience and helping them improve.
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| Listening to their needs| 00:01 | After development, the next step in the
agenda is to discuss needs and questions.
| | 00:05 | If you're the meeting leader,
let the other person go first.
| | 00:09 | So, if you're the leader, simply begin the
next section by asking, "What do you need from me?"
| | 00:15 | But, whether you go first or second,
here are some tips to help you be
| | 00:19 | an effective listener.
| | 00:20 | First, allow the other person to
go through their one-to-one list.
| | 00:24 | Let them take their time, and make sure
that they have the opportunity to ask
| | 00:29 | any questions that they have written down
there or even any questions that come to mind.
| | 00:35 | Listen from the perspective of finding
out how you can help the other person.
| | 00:40 | Listen with an attitude of service.
| | 00:43 | Your role in the one-to-one meeting is
to help the other person be successful,
| | 00:48 | so listen attentively to everything
that they ask from you and give your best
| | 00:53 | effort to help them out in any way that you can.
| | 00:56 | When they ask you to do something, be sure to
get a clear Who, What, and When for each item.
| | 01:03 | By clarifying who needs to take action,
what the next step is, and when that step
| | 01:08 | should be done, you'll be
better prepared to follow through.
| | 01:12 | Finally, as appropriate, make a
commitment to follow through and do what you
| | 01:17 | said you're going to do.
| | 01:19 | Remember, in the one-to-one meeting,
your most important role is to serve the other person.
| | 01:25 | When they're speaking, listen
actively with an attitude of service.
| | 01:30 | When you both have an attitude of
service, one-to-one meetings are
| | 01:34 | incredibly powerful.
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| Delegating your needs| 00:00 | Once the other person has had an
opportunity to ask all of their questions, now
| | 00:05 | it's time for you to ask your questions.
| | 00:07 | This is a deliberate choice in
the one-to-one meeting agenda.
| | 00:11 | By giving first and allowing them to
ask whatever they want first, it puts you
| | 00:15 | in a position of service.
| | 00:17 | It also puts them in a frame of mind of
being more willing to help you with the
| | 00:22 | questions that you have.
| | 00:24 | At this point, everything I say
relates to what to do if you're the person
| | 00:28 | sharing your list, regardless of
whether or not you're the leader.
| | 00:32 | First, you'll go through your one-to-one
task list and look, item by item, for any
| | 00:38 | questions that you have for that person.
| | 00:41 | The one-to-one task list is so critical
in making one-to-one meetings effective.
| | 00:46 | It saves a lot of time for
you and the other person.
| | 00:49 | So, be sure that you've brought that list with
you and that you're prepared to talk about it.
| | 00:55 | Next, when you need help from the other
person, give them specific descriptions,
| | 01:00 | particularly about the results that
you want the other person to achieve.
| | 01:03 | Then, after you give a specific
description of the result that they should
| | 01:08 | achieve, give them a clear who, what, and
when for each item that you've asked them to do:
| | 01:14 | the who meaning this is
who should take action,
| | 01:17 | what meaning this is what the next
step should be to accomplishing it, and
| | 01:22 | the when, meaning this is when you need
it back from them or completed from them.
| | 01:27 | In summary, go through each item on
your one-to-one list, give the other
| | 01:32 | person a specific description of the
result they should achieve, and provide
| | 01:37 | the who, what, and when.
| | 01:39 | This will help make it easier for the
other person to serve you and help you be
| | 01:44 | successful in your work.
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| Reviewing action items and closing| 00:00 | After you both have an opportunity to
ask each other questions, it's time to
| | 00:04 | wrap up the meeting.
| | 00:05 | Take turns briefly going through all
the commitments that you've made to each
| | 00:09 | other, making sure to repeat the
who, what, and when for each item.
| | 00:14 | Also, if you've delegated a task to
someone else and if you feel it's important
| | 00:19 | to follow up with them, make sure that
you create a reminder for yourself to
| | 00:22 | follow up with that person.
| | 00:24 | A quick suggestion: when repeating the
who, what, and when, make sure that you're
| | 00:29 | allowing the other person freedom to
determine their own schedule and their own
| | 00:33 | way to go about completing the task.
| | 00:36 | Rather than focusing on the how,
meaning how someone is going to accomplish it,
| | 00:41 | focus on the end result: what things
are going to look like when they're done.
| | 00:46 | This will help the other person
feel respected and validated and avoid
| | 00:50 | unnecessary micromanaging.
| | 00:53 | Finally, it's time to end the meeting.
End every meeting on time or early.
| | 00:58 | If you get done with the meeting ahead of
schedule, then great, go ahead and end the meeting.
| | 01:04 | As I've heard it said before, no one has ever
complained about a meeting getting out early.
| | 01:10 | At the very least,
make sure that you end on time.
| | 01:14 | If you respect the other person's time,
they'll respect your time, and it will
| | 01:19 | make future one-to-one meetings more successful.
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4. After the One-on-One MeetingCompleting action items| 00:00 | Part of the success of future
meetings will depend upon your success in
| | 00:05 | completing your action items.
| | 00:07 | This means that if you can come
to every meeting and show the other
| | 00:11 | participants that you keep your
commitments and you meet your deadlines, then
| | 00:15 | you'll earn their trust.
| | 00:16 | They'll learn they can count on you,
and they'll likely give you greater
| | 00:20 | respect in the workplace.
| | 00:22 | Now, just a comment to go along with that idea.
| | 00:26 | When you complete an item that
comes out of a meeting, report back.
| | 00:30 | Send an email or a note to the person you
committed to and let them know that it's done.
| | 00:36 | Now, if you completed it just before the
next meeting, of course you can report
| | 00:40 | back in the meeting itself, but it's
usually helpful to other people to let them
| | 00:45 | know the moment you've completed a commitment.
| | 00:49 | Every time you do that, it relieves a
small burden off their mind, so they don't
| | 00:54 | have to wonder if you've got it done.
| | 00:56 | Complete your commitments and those
you work with will feel a great sense of
| | 01:00 | trust that whatever they give
you, you'll get it done on time.
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| Following up on delegated action items| 00:00 | When you participate in one-to-one
meetings, you'll very likely be asking other
| | 00:04 | people to help you out.
| | 00:06 | While they'll likely do a great job of
completing those assignments on time, we
| | 00:10 | want to take responsibility on
ourselves to follow up with them.
| | 00:14 | So, keep this rule in mind.
| | 00:16 | Whenever you delegate something out,
create a "waiting for in" for yourself.
| | 00:22 | Think of delegation like a yo-yo.
| | 00:24 | Whenever someone else commits to do
something for you, you should also create an
| | 00:29 | action for yourself that
you're waiting for them to do it.
| | 00:32 | Create a reminder with the time and
date they committed to get that to you.
| | 00:37 | You can create reminders for
yourself in your calendar or your task list.
| | 00:41 | When the reminder pops up, follow up with
that person and ask if the item is complete.
| | 00:47 | If you haven't heard from the yet,
simply send them a message along the lines of,
| | 00:51 | "I had a reminder that I
was waiting for that report.
| | 00:54 | Have you had a chance to get to it yet?"
| | 00:57 | Or, when the reminder pops up, if you
know that they've already completed the
| | 01:01 | item, you can send them a message such as
| | 01:03 | "Thank you for getting that
report done. It makes my job easier."
| | 01:07 | Little compliments like that not
only help everyone feel better, but they
| | 01:11 | reinforce a culture of
follow-through in the workplace.
| | 01:15 | Another way to follow up on delegated
items that have flexible deadlines is to
| | 01:20 | add a follow-up reminder
to a one-to-one task list.
| | 01:24 | Whenever you ask someone else to do
something for you, be sure to consistently
| | 01:29 | follow up with them.
| | 01:31 | This will create a culture of
making and keeping commitments.
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| Reassessing the effectiveness of one-on-one meetings| 00:00 | If you follow the suggestions of
this course, the effectiveness of your
| | 00:04 | meetings should improve.
| | 00:06 | However, we want to make sure that your
meetings are getting better each and every time.
| | 00:10 | The best way to do that is to establish
a schedule to continually reassess the
| | 00:15 | effectiveness of your meetings.
| | 00:17 | A great starting schedule is once
per quarter or once every three months.
| | 00:23 | Take part of your meeting to ask
each attendee the question: Are these
| | 00:27 | meetings effective?
| | 00:29 | You could possible do this during the
development portion of the scheduled meeting.
| | 00:34 | Along with this question, you can ask
the follow-up question: What could we do
| | 00:39 | to improve the effectiveness of these meetings?
| | 00:42 | By regularly checking in, you'll give
yourself the opportunity to make small
| | 00:46 | improvements and adjustments over time.
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ConclusionFinal thoughts| 00:00 | You've now completed Leading
Productive one-on-one Meetings.
| | 00:04 | In this course, we've given you a
framework you can use in any company to make
| | 00:09 | one-on-one meetings more
productive and focused on results.
| | 00:12 | The most important principle of any meeting
is that it gets you the results that you want.
| | 00:18 | I'd recommend that every attendee
create a schedule to regularly review this
| | 00:23 | course on lynda.com.
| | 00:25 | Review this course twice per year,
or even once per quarter, and you'll
| | 00:29 | sharpen your meeting skills and pick
up on things that you may have missed
| | 00:33 | the first time around.
| | 00:35 | One-on-one meetings exist to serve you
and your business, not the other way around.
| | 00:41 | Make an effort to regularly improve
the quality of your meetings and you'll
| | 00:45 | see them become more and more
effective and accomplish great results for you
| | 00:50 | and your coworkers.
| | 00:51 | Thanks for watching, and happy meeting!
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