How to get your mindset right while you’re holding one on one meetings
If you’re leading and managing other people, then you’re almost certainly having one-on-one meetings with your staff and team members. I’ve spent a lot of time doing just that myself, and helping my coaching clients to be as effective as they can when they do the same.
To make all your one-to-one meetings go well, you need to be clear about the outcomes you want, to have a step-by-step process to gain trust, and be prepared to be flexible depending on what comes up.
But perhaps the most important thing my clients talk about, is having their own heads in the right place before they start.
If you want your one on one meetings to work really well, it isn’t enough to know what to do and how to do it, you also need to know what attitudes of mind are likely to get the best results for you.
Here are three of the most important ones:
1. Empowerment as an outcome of your management
You’ve got to want to inspire people to get more done under their own motivation and responsibility.
It’s a bit like having teenagers – they need to learn how to do stuff for themselves.
Until you’re prepared to adopt this as part of your mindset, you’re likely to be spoon-feeding people and picking-up after them long after they could have learned to do it for themselves. I think the trick here is to actually include empowerment as one of the outcomes you’re after. Put it up there alongside the tasks that you want this person to achieve and give it as much, if not more, weight as all the other important stuff you need to ensure gets done.
2. Coaching as a leadership style
This is where you put a big chunk of your leadership energies into the longer-term development of others.
It’s not the only leadership style you’ll need to use, but it is very effective and very rewarding for you. It’s also a good partner to empowerment.
You could think of a coaching leadership style as being NOT about you as leader having the answers, but about guiding people to find their own answers to things.
If I had to encapsulate it in a single phrase for leaders to use, it’d be something like:
“How about trying this…?”
3. The transition from doing to leading
The more your responsibilities increase, the more you need to shift from actually doing stuff yourself, to getting stuff done by acting through others – by leading.
If you’re like most people, you’ll have got to your position at least partly because you’re good at what you do. And so this can sometimes be a tricky transition to make, or even to be aware of its significance. It’s also quite scary because of course it takes you outside of what you know you’re good at doing, into possibly new territory – and people are often much more complex to understand and influence than the tasks themselves.
But this is a really important place to get your head into. Take a deep breath, stop doing stuff yourself, and start making sure that you act through others.
If you personally wanted to get the most out of people in your one-to-one meetings, what other attitudes of mind might also be important to you?