Invariably when you ask employees what they consider to be the two biggest challenges at work they say communication and teamwork. No surprise there. It has been this way for years, even decades. Maybe even since the beginning of time. Why?

We know the problem, but struggle with the solution.

I’m convinced that communication is about motivation and opportunity and teamwork is about common goals and alignment.

Wouldn’t it stand to reason that if we continue to struggle with the same issues we have not yet found a formula that works. And if we keep executing the same ineffective formula, hoping it will suddenly work, we may be exhibiting signs of insanity. So what does all this have to do with one-on-ones?

One-on-ones seem to be the most underutilized tool available to managers and leaders, but a tool that great leaders seem to rely on. Maybe that is why they are great leaders and invariably achieve better results.

Part of the challenge is that managers and poor leaders still function as producers and/or micromanagers rather than leaders. Great leaders recognize that their job is not to do the work, but to care for those who do the work. When a manager is overly involved in producing their time is split and the manager is caught in a conflict of interest—doing the work or leading the person who is doing the work. Hence, as they focus on producing or micromanaging they never seem to have enough time to do one-on-ones. And when that happens production takes priority over leading.

I have spoken to many managers over the years who have shared frustrations with the dysfunction and ineffectiveness of members of their team. After some discussion about their own management efforts I learn that they do not do regular one-on-ones with their direct reports! Why? Most site a lack of time, lack of motivation, and/or not seeing the value.

One-on-ones are an incredibly powerful tool that remain underutilized by most managers. 

A Harvard Business Review article (https://hbr.org/2016/08/how-to-make-your-one-on-ones-with-employees-more-productive) provides the following tips for more effective one-on-ones (read the article for more in-depth insights to each of the items below):

• Block regular time in your schedule
• Prepare discussion points
• Be fully present
• Start positive
• Problem-solve
• Ask questions about career plans
• Express gratitude (start and end with positivity)

The article goes on the suggest the following principles for effective one-on-ones:

Do:

• Begin each meeting by sharing a win. It creates positive energy.
• Notify your employee in advance if you plan to touch on professional development — those conversations require reflection and thought.
• Be curious. Listen to your colleague’s concerns and provide feedback and ideas on how she might solve problems.

Don’t:

• Cancel. Demonstrate to your employee that he takes priority by arriving on time.
• Be rigid. While it’s wise to have an agenda, it’s also important to be flexible.
• Forget to say “thank you.” It’s important to show your colleague that you value him.

The article also features a couple case studies for those who want to see a one-on-one in action.

Bottom line: If you are not currently doing one-on-ones with your direct reports it is time to do so in order to improve communication and teamwork for good.

Herb Mast is a Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.