Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them well

1. GOOD STUFF HAPPENS IN 1:1 MEETINGS WHY YOU NEED THEM AND HOW TO DO THEM WELL

2. Jamie Resker Founder and Practice Leader Employee Performance Solutions TODAY’S SPEAKERS Teala Wilson Senior Consultant, Strategic Services, Saba Software

3. AGENDA What we will cover in our webinar today: • Why have 1:1 meetings? • What to cover in a 1:1 meeting? • Roles & responsibilities. • Secret tips for your managers. • Preparing for your 1:1. • Get started with 1:1 meetings today! © 2017 Saba Software, Inc. 3

4. WHY HAVE 1:1 MEETINGS?

5. THE IMPACT OF 1:1 CHECK-INS • Communication is at the core of any healthy relationship • Regular meetings triple the likelihood of engagement • Managers account for up to 70% of the variance in engagement • Engagement is highest among employees who meet with their manager 1x week** If you’re not meeting 1x a week, can you meet 1x a month? Let’s get talking!

6. MANAGERS HAVE IMPACT Source: State the American Workplace – Gallup Half of employees have left their job to get away from their manager at some point in their career. Employees whose managers hold regular meetings with them are almost 3X as likely to be engaged. Managers account for at least 70% of variance in employee engagement scores. 50% 70% 3x

7. TODAY’S PERFORMANCE MANAGEMENT The most effective approach is when performance is connected to an employee’s day-to-day work It is an ongoing process of: 1. Goal setting 2. Performance discussions 3. Feedback and recognition 4. Development planning and supporting a learning organization 5. Enabling and developing great managers to drive employee satisfaction and contribution Performance Discussions Development Feedback & Recognition Goals1. 2. 3. 4. Managers5. 7

8. WHAT TO COVER IN A 1:1 MEETING?

9. 1:1 CONVERSATION TOPIC ALLOCATION BALANCE © 2017 Saba Software, Inc. 9 Telling and Reporting: Tasks, Projects and Status Updates. Exchange Insight: - Asking Questions - Inquiry/Listen to Learn. Check-In: Formally set goals As Needed Modification.

27. BETTER QUESTIONS What’s one thing I do to help our group meet deadlines? What’s one thing I can do to improve my communication with managers? What’s one thing I should do to become a better team leader? What’s one thing I can do to make month-end close easier for you? ©2017 Employee Performance Solutions, LLC

28. BETTER QUESTIONS What’s one thing I can do to improve my communication with managers? I‘m only here three days a week, what is one way I can make the most of this time? What’s one thing I can do to help with the team’s workload? What’s one way thing I can show you that you’d like to learn? What’s one way I can improve my interpersonal skills? ©2017 Employee Performance Solutions, LLC

29. REINFORCING ON-TARGET AND REDIRECTING OFF-TARGET PERFORMANCE Step 1: Let’s Define Performance © 2017 Saba Software, Inc. 29 Reinforcing On-Target Performance Redirecting Off-Target Performance Moving Forward Upwards Feedback

33. REINFORCING ON TARGET PERFORMANCE Makes order out of chaos Is the master of her domain Leads the team through tough time Every time I work with him I learn something new No task is too big or too small Finds solutions when none are evident Gets the work done despite obstacles Takes on the difficult projects ©2017 Employee Performance Solutions, LLC

34. POSITIVE INSIGHT SHOULD INCLUDE: General Observation Specific Example Positive Impact Readily pitches in where and when needed. Fixed “bad code” on a software component from a vendor. Took the initiative to learn this. Returning the component would have created a 2 week delay. 2 days early! ©2017 Employee Performance Solutions, LLC

35. WHAT’S WORKING QUESTION EXAMPLES What’s one thing I’m doing to support you that’s working? What’s one thing I should do more of? What strength should I leverage? ©2017 Employee Performance Solutions, LLC

36. MOVING FORWARD AND REDIRECTING OFF- TARGET PERFORMANCE QUESTIONS 36©2017 Employee Performance Solutions, LLC Questions for the Employee to Ask Reinforcing On-Target Performance Redirecting Off-Target Performance Moving Forward Upwards Feedback

37. 37 ©2017 Employee Performance Solutions, LLC Reinvents everything; won’t build off of the work of others Over explains things and confuses people Complains about things that can’t be changed Isn’t delegating, takes on too much and misses deadlines Passes off incomplete work Isn’t delegating, takes on too much and misses deadlines Never takes things to the next level OFF-TARGET PERFORMANCE EXAMPLES

38. ©2017 Employee Performance Solutions, LLC What’s one way I can improve my interpersonal skills? What’s one thing I can do to become even more effective in my role? What’s one way I can work better with you? What’s one way I can support you more? MOVING AHEAD/REDIRECTING OFF-TARGET QUESTION EXAMPLES

41. UPWARDS FEEDBACK 41©2017 Employee Performance Solutions, LLC Making it comfortable for employees to provide insight to their managers Reinforcing On-Target Performance Redirecting Off-Target Performance Moving Forward Upwards Feedback

42. ©2017 Employee Performance Solutions, LLC What’s one thing I can do to support you more? What’s one way I’m supporting you that’s working, and should continue with? What’s one way we can work better together? What’s one way I can communicate with you better? UPWARD FEEDBACK QUESTION EXAMPLES

43. Help…I’m being micromanaged! ©2017 Employee Performance Solutions, LLC I’m trying to build my capability when it comes to resolving customer service issues. I’d like to work with more autonomy and troubleshoot customer service issues that relate to___________.

44. ©2017 Employee Performance Solutions, LLC I never get to sit in on the product management meetings I’m really interested in learning more about__________. Could I sit in on some of the product management meetings?

45. ROLES & RESPONSIBILITIES

46. LEADERS AND EMPLOYEES EACH PLAY A PART Goals & Expectations Leader Driven Establish challenging, yet attainable performance expectations Check in on progress against goals; coach and adjust as needed Growth Employee Driven Leader Enabled Move development ownership to the employee – drive discussions and actions Leader provide opportunities to develop Feedback Leaders and Employees Give and request feedback in a timely manner Build a culture of ongoing feedback and recognition throughout the organization 46

47. Development Talk about my career growth Goals Help me stay focused and aligned Recognition My success is celebrated and I feel valued Feedback and coaching What’s going well and where can I have a greater impact As an employee...

48. As a manager... Development Helping employees reach their full potential Goals Insight into progress and challenges Recognition Celebrate success to inspire and motivate Feedback and coaching Offer real-time feedback for positive outcomes

49. As an HR specialist… Development Preparation for future succession needs Feedback and coaching Real-time opportunities for adjustment Recognition Drive engagement and motivation Goals Keep workforce aligned to organizational direction

50. SECRET TIPS FOR YOUR MANAGERS

52. TIPS TO KEEP IN MIND WHEN GIVING FEEDBACK 1 Be authentic 2 Be forward-focused 3 Be objective 4 Be positive 1 Be respectful 2 Be specific 3 Be timely

53. HOW TO RECEIVE FEEDBACK LIKE A CHAMPION 1 Stop your first reaction 2 Remember the benefit of getting feedback 3 Listen for understanding 1 Say thank you 2 Ask questions to deconstruct the feedback 3 Request time to follow up Source: Bradberry, T. (2012), Taking Constructive Criticism Like a Champ, Forbes.

54. OUR MINDSETS CAN INFLUENCE HOW WE RECEIVE FEEDBACK Fixed (“Judgers”) Learner Know-it all mindset Beginner’s mindset Reactive and automatic Responsive and thoughtful Biased observer, judgmental evaluator Unbiased observer and reporter Often problem-focused Solution-focused Win-lose relating Win-win relating Mainly focused on what’s wrong Mainly focused on what’s right Inflexible and rigid Flexible and adaptable Assumes resources and possibilities are scarce Assumes resources and possibilities are unlimited Feedback seen as rejection Feedback seen as helpful (a gift!) Consider change dangerous and resists it Accepts change as a constant, embraces it Basic mood: protective and defensive Basic mood: curious and open Sources: Carol Dweck (Mindset) & Marilee Adams (Change Your Questions Change Your Life)

55. COME WITH AN OPEN MINDSET Fixed: inner voice Learner: inner voice “You don’t know what you are talking about” “What can I learn from this?” “You try doing better next time!” “What can I do differently next time?” “What about you? You’re not perfect either!” “What really happened here?” “That’s not my problem” “What are the possible solutions here?” “You are not better than me!” “Who can I talk to for help?” “I’ll never get this right.” “How can we build on that?” “I’m afraid of making a mistake.” “How can I do this differently next time?” “Maybe my job is at risk! I better fight for it.” “What are other ways we can solve this problem?” “You only focus on what I do wrong.” “Wow! I did not know that. How can adapt to be more effective/happy?” “This is not fair.” “How can I be more adaptive to change?” “I need to be more secure with myself.” “What else do I need to make the best decision?” Source: Elizabeth Lancaster, Blue Dot Strategy, Putting it All Together

56. PREPARING FOR YOUR 1:1

57. TIPS FOR STRUCTURING 1:1 CHECK-INS Structure the 1:1 to allow the conversation to flow naturally: A. Top priorities and feedback populate the agenda B. Review goal progress C. Coach around obstacles D. Discuss development E. Celebrate success

58. PREPARING FOR YOUR MEETING A. Set your own agenda B. Update your goal status C. Own your development activities D. Discuss career planning E. Share feedback & celebrate successes

59. PREPARING FOR YOUR MEETING 1:1 Exchange in TalentSpace

60. CONVERSATION STARTERS Where do I start? • Open-ended questions are a great way build a rapport with employees - Brainstorm - Discuss change - Understand each other • Use the conversation starter questions to get you going! • Foster engaging, meaningful conversation that builds trust

61. CONVERSATION STARTERS 1:1 Exchange in TalentSpace

62. GET STARTED WITH 1:1 MEETINGS TODAY!

63. THANK YOU TO LEARN MORE VIEW OUR PRODUCT TOURS Visit www.saba.com for more information

64. QUESTIONS?

Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them well

Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them well

Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them well

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