This is the first in a series for people who want to use one-on-one meetings as a good tool for leading the efforts of their team members
It’s based on my short ebooklet available from Amazon here – free to Kindle Unlimited members or otherwise £1.99
You can read the rest of the tips when published here. They’re essentially a summary of the booklet.
By way of introduction, I wrote that short ebooklet when, in the space of a fortnight, three separate coaching clients mentioned that they were struggling a little with running their one-to-one meetings with their individual team members. It’s easy to cover those kinds of issues in a coaching session, but it seemed to me that it would make better use of my clients’ time in our sessions if I could also just give them some simple guidance to take away and use as and when they wanted. I hope that the booklet has been useful – it’s been slowly working its way up the independent management books charts anyway. The next in the series will cover Delegation.
All great management starts with the manager’s own mindset. To make a good management process work 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 the most important ones for running great one-on-one meetings:
- 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.
- Coaching as a leadership style – 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…?”
- 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.
Let me know what kind of mindset works well for you, when running your own one-on-one sessions with your team members please? Either leave a comment below if they’re still open at the time of reading, or tweet me @nickrobcoach.To make a good management process work 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. Click To Tweet