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Weekly individual reviews are much more than just a managerial formality: they are a powerful tool for strengthening the relationship between a manager and his or her staff, while maintaining a dynamic of continuous performance. These regular exchanges help to realign priorities, remove obstacles and ensure that objectives are on track. By giving every employee the opportunity to express themselves and discuss their projects, you avoid the accumulation of unresolved problems and show that you are invested in their success. In fact, one study shows that 72% of employees feel more committed when they benefit from regular meetings with their manager.
As such, these points are not simply a management formality, but a real lever for motivation and commitment. In this article, we'll explore five keys to transforming your weekly one-to-ones into productive, constructive moments.
A structured agenda is the basis of a successful individual meeting. It frames the discussion and avoids wasting time on non-essential subjects. By sharing the agenda in advance, you enable your collaborators to prepare themselves, thus increasing the relevance of the exchanges. For example, if you've noticed that a particular project is falling behind schedule, you can include this item on the agenda for targeted discussion at the meeting. A shared agenda creates a structured framework, helping to address critical points directly, while showing your collaborator that his or her progress is being closely monitored.
This approach avoids misunderstandings and keeps the focus on the essentials. It also strengthens the employee's preparation, as he or she knows exactly which topics will be discussed, which in turn makes for more efficient progress.
Giving your employee a degree of control during the one-to-one meeting strengthens his or her commitment. Rather than directing everything, invite them to suggest the topics they wish to discuss. This gives them the opportunity to talk about their successes, their difficulties, or the issues they need clarification on. For example, you could start the meeting by asking: "Are there any topics you'd like to prioritize today?". This approach empowers the employee, inviting him or her to take an active part in the meeting.
This creates a dynamic exchange in which he feels free to raise points that are important to him. In this way, they become active players in their own development, rather than mere spectators.
Active listening is fundamental to making the individual point productive and relevant. This means being fully focused on the employee's concerns, and offering constructive feedback that goes beyond mere criticism. Rather than saying "You didn't achieve this objective", prefer a more collaborative approach: "I've noticed that this objective wasn't achieved, what could we put in place to improve this together?". This rephrasing encourages joint thinking and shows that you're there to help solve problems, not just point them out.
By listening attentively and directing your feedback towards solutions, you create a climate of trust and support, where the employee feels valued and encouraged to progress.
Weekly one-to-one meetings are also an opportunity to tackle difficult issues head-on. Rather than avoiding uncomfortable discussions, take the initiative and address problems at the very start of the meeting, while remaining sympathetic. For example, if a colleague is struggling to achieve his or her objectives, start with: "I know you're having difficulties with this project. Let's talk about it so we can find concrete solutions together." This direct but empathetic approach allows you to put the problem on the table without judgment, while working together to find appropriate solutions.
By prioritizing problems, you prevent difficulties from accumulating and show that you are proactive in managing obstacles. This creates a climate where employees feel supported, even in the face of challenges.
As each employee is unique, it's important to adapt your approach to his or her specific needs. Some will need more autonomy, while others will appreciate closer support. Adopting a manager-coach posture enables you to offer advice while letting the employee find his or her own solutions. For example, when dealing with an experienced employee, you might ask: "How do you plan to overcome this challenge? This leaves it up to them to come up with their own ideas, while showing that you're there to support them.
For a less experienced collaborator, a more directive approach, such as "Here are a few leads that might help you move forward", will be more appropriate. Adapting your posture shows that you are attentive to their specific needs, which strengthens the relationship of trust and boosts their performance.
To go further and perfect your management techniques, NUMA offers workshops dedicated to 1:1 individual points and the art of feedback. These courses will provide you with concrete tools and effective practices for boosting employee commitment. Find out more about our training courses here.
Weekly individual reviews are much more than just a managerial formality: they are a powerful tool for strengthening the relationship between a manager and his or her staff, while maintaining a dynamic of continuous performance. These regular exchanges help to realign priorities, remove obstacles and ensure that objectives are on track. By giving every employee the opportunity to express themselves and discuss their projects, you avoid the accumulation of unresolved problems and show that you are invested in their success. In fact, one study shows that 72% of employees feel more committed when they benefit from regular meetings with their manager.
As such, these points are not simply a management formality, but a real lever for motivation and commitment. In this article, we'll explore five keys to transforming your weekly one-to-ones into productive, constructive moments.
A structured agenda is the basis of a successful individual meeting. It frames the discussion and avoids wasting time on non-essential subjects. By sharing the agenda in advance, you enable your collaborators to prepare themselves, thus increasing the relevance of the exchanges. For example, if you've noticed that a particular project is falling behind schedule, you can include this item on the agenda for targeted discussion at the meeting. A shared agenda creates a structured framework, helping to address critical points directly, while showing your collaborator that his or her progress is being closely monitored.
This approach avoids misunderstandings and keeps the focus on the essentials. It also strengthens the employee's preparation, as he or she knows exactly which topics will be discussed, which in turn makes for more efficient progress.
Giving your employee a degree of control during the one-to-one meeting strengthens his or her commitment. Rather than directing everything, invite them to suggest the topics they wish to discuss. This gives them the opportunity to talk about their successes, their difficulties, or the issues they need clarification on. For example, you could start the meeting by asking: "Are there any topics you'd like to prioritize today?". This approach empowers the employee, inviting him or her to take an active part in the meeting.
This creates a dynamic exchange in which he feels free to raise points that are important to him. In this way, they become active players in their own development, rather than mere spectators.
Active listening is fundamental to making the individual point productive and relevant. This means being fully focused on the employee's concerns, and offering constructive feedback that goes beyond mere criticism. Rather than saying "You didn't achieve this objective", prefer a more collaborative approach: "I've noticed that this objective wasn't achieved, what could we put in place to improve this together?". This rephrasing encourages joint thinking and shows that you're there to help solve problems, not just point them out.
By listening attentively and directing your feedback towards solutions, you create a climate of trust and support, where the employee feels valued and encouraged to progress.
Weekly one-to-one meetings are also an opportunity to tackle difficult issues head-on. Rather than avoiding uncomfortable discussions, take the initiative and address problems at the very start of the meeting, while remaining sympathetic. For example, if a colleague is struggling to achieve his or her objectives, start with: "I know you're having difficulties with this project. Let's talk about it so we can find concrete solutions together." This direct but empathetic approach allows you to put the problem on the table without judgment, while working together to find appropriate solutions.
By prioritizing problems, you prevent difficulties from accumulating and show that you are proactive in managing obstacles. This creates a climate where employees feel supported, even in the face of challenges.
As each employee is unique, it's important to adapt your approach to his or her specific needs. Some will need more autonomy, while others will appreciate closer support. Adopting a manager-coach posture enables you to offer advice while letting the employee find his or her own solutions. For example, when dealing with an experienced employee, you might ask: "How do you plan to overcome this challenge? This leaves it up to them to come up with their own ideas, while showing that you're there to support them.
For a less experienced collaborator, a more directive approach, such as "Here are a few leads that might help you move forward", will be more appropriate. Adapting your posture shows that you are attentive to their specific needs, which strengthens the relationship of trust and boosts their performance.
To go further and perfect your management techniques, NUMA offers workshops dedicated to 1:1 individual points and the art of feedback. These courses will provide you with concrete tools and effective practices for boosting employee commitment. Find out more about our training courses here.
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