This mind map is about One-to-Ones (121s). Start to use a mind map to express and organize your ideas and knowledge right now.
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Looking for ways to accelerate progress
Working with virtual or remote teams
Handling no shows
Give feedback to repeat offenders
If you miss it apologise and re-schedule avoid skipping
Working with the Open Door Policy
How many people run an open door policy?
Encourage people to save content for their 121.
I don't need to do formal 121s I speak to my people all the
121s are very different from casual conversations
121s do not replace informal conversations
I don't have time to do 121s
You don't have 30 minutes a week for me?
Your reports perceive that you control their careers therefore
they will invent reasons for 'face-time' with you they
use the open-door
20 employees 2 lots of 5 hours save about a day a week.
121s are about making more time
Can do fortnightly 121s they are just not as effective
3 week rule commit blocks of time 3 weeks out
What do reports think when they are invited to a 121 with the boss?
Am I in trouble?
Is it a fad?
You must commit about skill and will!
Don't give them up! You will lose face and damage the relationship
Never known a manager who implemented 121s who stopped them
because they didn't work
Structure time expands to fill space available
the more structure the greater the effectiveness
30 minutes not 60 time is limited results focused
First they will dump TMI
then they will make progress
You can find out what matters to them
You can't convince me that you care about me unless you
know what matters to me
How can you inspire them if you don't know what drives
Childrens names/Pets names etc
Prove that you care by keeping track of what matters to them
Write it down and track it
80-90% will take the chance to unburden themselves
About 5% will want it purely task focused
They become more focused and quicker over time
Schedule blocks of time 30 minute 121s with short gaps between
Communicate your intent to do 121s and invite reports to choose
Avoid Mondays and Friday afternoons!
Offer a choice of dates
Should not take more than 8-10 hours a week
Part-timers can be more infrequent
Once you have scheduled 121s then you have an excuse for dropping
I am missing my meetings to spend time with you...
Talk to your boss and explain what you are doing in 121s and why
it is a priority for you
10 minutes for them; 10 minutes for me; 10 minutes for the future
Never cancelled always re-scheduled bring it forward
avoid doing 2 in a week
The 121 bucket note it down for 121
Folder for each team member
Proforma for each 121
Most recent on top
Provides evidence base for performance management and review
Deal with pending issues from prior 121s
Talk about purpose!
Do 121s at your desk not in public
Perhaps monthly go for a coffee neutral space
Schedule specific task focused meetings outside of 121s
No e-mail/no barriers/no phones/focus on them they are your
priority attention management
No waterfall/cascade not a team meeting these should happen
Meet Admin 5 mins
Weekly team meetings
Feedback review meetings monthly
Quarterly performance reviews
Check previous notes for follow up actions
add to this weeks 121 form
What did they say they would do?
What did you say that you would do?
What do I need to communicate to this person?
Behaviours and their impacts
I want you to be successful I am responsible for your performance
What positive feedback can I give?
What adjusting feedback can I give?
What can I delegate?
First time around start with your best most forgiving people
It will be awkward to begin with
People are conditioned to look for negatives they will be expecting
Good management is about trust, routine and communication
Gardening nurturing, tending, weeding
Not about explosions and volcanoes more like the slow movement
of tectonic plates gardening versus fire fighting
How many of you feel that you are well informed about what is happening
in your workplace?
How many of your reports feel that they are well informed?
Provide a routine structure for developing and maintaining
robust communication, strong relationships and trust
Make the transition from fire-fighting to gardening
It is about carving out time for tasks and project work
Take time to make time
Without regular 121s people WILL feel disconnected and isolated
they will create a reason to get &#39;face time&#39; with
121 can be the key to unlock more discretionary effort and commitment
Coaching, monitoring, supporting, developing, giving feedback
All Power is Trust
About reducing fear and increasing openness
Intent matters you must have the right motivation
People want more feedback and information
The most effective management tool
1 common thread that all excellent managers share all in their
own way do 121s
Weekly, structured, documented, scheduled, 30 minute meeting
with direct reports
Focus of 121s is on the report
What are they doing?
How are things progressing?
Updates on their projects, support that they need
MINMs versus JAMs