698: How to Structure 1:1 Meetings, with Steven Rogelberg

Coaching for Leaders

Dave Stachowiak

Education, Business, Management, Self-improvement, Careers

4.8 • 1.6K Ratings

🗓️ 16 September 2024

⏱️ 39 minutes

🔗️ Recording | iTunes | RSS

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Summary

Steven Rogelberg: Glad We Met
Steven Rogelberg is an organizational psychologist, holding the title of Chancellor’s Professor at UNC Charlotte for distinguished national, international and interdisciplinary contributions. He is an award-winning teacher and recipient of the Humboldt Award for his research on meetings. He is the author of Glad We Met: The Art and Science of 1:1 Meetings*.

Many us appreciate the value of 1:1 meetings with employees. For a lot of managers, it’s one of their biggest time commitments. And yet, nobody ever taught us how to do it. In this conversation, Steven and I discuss how to actually structure an effective 1:1.
Key Points

First and foremost, a 1:1 meeting is for the direct report.
A set schedule for 1:1’s with your team reduces bias by ensuring you connect with everyone, consistently.
A loose framework is better than a lock-step agenda. Two approaches help: the manager proposing a core question or listing out topics that the direct report brings.
Avoid status update meetings by articulating the purpose of 1:1’s and dedicating agenda time (or future meetings) to bigger picture topics.
Skip-level 1:1’s are valuable for both employees and senior leaders. Avoid undermining another leader by approaching the meeting with the mindset to support the employee, rather than making decisions.

Resources Mentioned

Glad We Met: The Art and Science of 1:1 Meetings* by Steven Rogelberg

Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes

How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358)
Moving Towards Meetings of Significance, with Seth Godin (episode 632)
Bringing Your Strengths to a Big Job, with General CQ Brown, Jr. (episode 691)

Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Transcript

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0:00.0	Many of us appreciate the value of one-on-one meetings with employees.
0:05.8	For a lot of managers, it's one of their biggest time commitments.
0:09.7	And yet, nobody ever taught us how to do it. In this episode, how to actually structure an effective
0:16.8	one-on-one. This is Coaching for Leaders, episode 698.
0:21.8	Produced by Innovate Learning, Maximizing Human Potential.
0:27.0	Greetings to you from Orange County, California. This is coaching for leaders and I'm your host
0:36.8	Dave Stahoviac. Leaders aren't born, they're made. And this weekly show helps you discover leadership wisdom through
0:44.6	insightful conversations. A conversation that almost everyone in our
0:49.4	audience is having on both sides is the one-on-one conversation. We're having it with
0:54.4	our managers. Many of us are having it with our direct reports as well. We are in the
0:59.3	middle of these conversations all the time and yet we don't hear a lot of researched backed guidance
1:05.8	on really how to conduct a one-on-one well, the purpose of it, how to set up the
1:11.8	agenda and the mindset we need to have going
1:14.6	into one-on-ones. That's why I'm so glad to welcome today's guest. Stephen Rogelberg
1:18.8	is an organizational psychologist holding the title of Chancellor's Professor at UNC Charlotte for
1:24.4	Distinguished National and Interdisciplinary contributions.
1:28.3	He is an award-winning teacher and recipient of the Humboldt Award for his
1:32.0	research on meetings.
1:33.5	Adam Grant has called him the world's leading expert on how to fix meetings.
1:38.4	He is the author of Glad We Met, the Art and Science of One-on--one meeting. Stephen, what a pleasure to have you on.
1:45.8	I'm really glad to be here. Thank you for having me. This is a topic that we are all in the
1:51.1	middle of every day and yet we get very little guidance on it and you make this point at the beginning of the book that you made a conservative estimate of just how many of these meetings are happening each day in the world and you came up with 200 million
	...

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