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Regular one-on-one meetings provide managers with an opportunity to head off problems and efficiently answer the many small, quick questions that arise during the workweek. In this course, Dave Crenshaw shows you how to establish a one-on-one meeting schedule and agenda, assign and review actions items, and assess the results of the meeting and follow up on promises. The course also explains how to effectively listen to employees' needs and when to offer training and development.
Every one-to-one meeting gives you the opportunity to provide some focused training and development for the other person. Now, because one-to-one meetings by nature are going to be rather short, it's a good idea to keep this training short as well, about five to seven minutes. Each training session should involve a "what" and a "how?" The "what" is the concept you're going to teach. The "how" is the method you'll use to teach that concept. You're only going to have enough time to cover one concept per meeting.
There are many possible directions, so I'll offer three suggestions to help make the decision process easy for you. The first option is to cover a concept that the other person has already asked for help with. That is, if they've asked you for help understanding a particular topic, then it makes sense to address that topic in the next training session. Your second training option is to cover an area where the other person has the greatest need. This is a flexible decision and depends on your interaction with that person.
Where are our areas where they can improve or they need insight? What struggles have they had since your last meeting? The third option is to provide training on a new system or a process that needs to be implemented. So, if your company has changed a policy or implemented a new system, the one-to-one meeting would be a great time to deliver that necessary training. Once you've decided what you want to train the person on, you'll need to decide how to teach it. Let's look at three methods.
The first is to use a story. If you can use a true story, that's the best. For instance, you can tell a story about something that happened to you last week. I was talking to a customer this week and they had confusion about an order. I thought it would be a good idea to train you on what I did to help them, so that you can know how to answer this question going forward. A simple story can illustrate your point in ways that are more effective than just telling someone what to do. The second method is to use some sort of visual aid.
This can be as simple as a picture or maybe a cartoon. I remember having a discussion many years ago with my manager. I have been assigned a particular project and I didn't know how much responsibility I really had for the project. The manager took a piece of paper, wrote the name of the project on the paper, crumpled it up and threw it in my lap and said, the ball is in your court. That simple illustration stuck with me much stronger than if the person had just said, "You're responsible for it." The third method of teaching is to use a video.
The concise videos on lynda.com are a great resource for a short training moment during your one-to-one. You can watch a video together and then discuss. Or, you can even use this video to train someone on how to train. In summary, first, decide what concept you want to teach. Then decide how you'll teach that concept. By providing a brief training moment in a one-to-one meeting, you'll serve the other person by sharing your experience and helping them improve.
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