Grab your mug and have your best 1:1 yet. Use this guide to get the most out of your next conversation.
Here’s a formula that we put together based on best practices we’ve seen across a range of organizations:
“Leading Highly Effective 1:1s” is part of Hone’s Core Manager Track, and is also available as a standalone class. Experience Hone for yourself.
Then, move onto the core of the 1:1 and spend about a quarter of your time discussing wins. Questions could include:
Next, spend about a quarter of your 1:1 reviewing frustrations in order to understand if your direct report is annoyed or down about something. You could ask:
Once your report has had a chance to reflect and decompress, it’s time to talk about their work and set concrete goals. To gain insight into their workstreams, you might ask:
Finally, use the remaining time to offer your direct report feedback via the SBIF model (more below), then recap the 1:1. Note that feedback can be positive, constructive, or both. And while you’re giving feedback, also use this time to ask for feedback for yourself – what can you be doing better as a manager?
SBIF stands for Situation-Behavior-Impact-Feedback. This model helps you deliver better feedback by focusing on specific behaviors and situations, thus minimizing people taking feedback personally.
Describe the specific situation, sticking only to the facts and leaving out your feelings or judgements.
Describe the behavior, again by sticking to the facts. Do not make any assumptions about the person’s intent, nor jump to personal judgements.
Describe how the behavior affected you or others. Here, you can also share your feelings, but be wary of passing judgement. For example, instead of passing judgement on a person’s actions as good or bad, you can use phrases like “I was happy when you ___” or “I was frustrated when you ____.”
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