Communication is an effective way to lead a team. And how can it be done effectively? One-on-one meetings! We cannot elucidate the relevance of one-on-one meetings on a sheet of paper as it's deeply influential to the measure of our individual workforce; better blending of our team and lots of motivation. One-on-one meetings provide the opportunity for feedback, rapport, mentoring and a talk about other things including discreet terms that require direct two-way evaluation.

Many offices value one-on-one meetings but rarely have any. Yes, because managers have become fond of canceling the meetings or asking for quick updates via other channels of communication just to save time from their unending busy work schedule. We can tell you for free that such managers have not realized the efficacy of one-on-one meetings. It could also be that they do find it difficult to hold effective one-on-one meetings. Below are two tips to run one-on-one meetings effectively.

1) Have a schedule and come prepared

Having a schedule here does not imply fixing a random time to catch up with a one-on-one meeting. You will be totally wrong to assume that such minutes can be squeezed in between busy moments and/or such meetings could be done anywhere even while standing. To run effective one-on-one meetings, you must have a fixed time; it could be once in a week or month, depending on a workable frequency. Fixing time will allow both parties; manager and employee, to value the meeting more and to always force in the time inexplicably into their job routine.

It's not enough to establish a workable time for one-on-one meetings without plans on what needs to be discussed each time the meeting is holding. A lot of managers have experienced attending one-on-one meetings where they practically had nothing to discuss. As you plan to attend one-on-one meetings, write down the things you need to discuss and carry along every material that would be required to finalize or discuss pressing issues.

2) Be present and manage the structure

Missing well-scheduled one-on-one meetings is one thing you should never do. Aside from introducing apathy, not attending the meetings will also send negative messages about how much you value one-on-one meetings. You may rather decide to spend less time than required for the meeting and work, instead of calling it off abruptly. It is also advisable to place another schedule during emergencies. Also, you would be more present if you can avoid fixing meetings before and after the one-on-one meetings. Instead, reduce the time frame for the meetings.

You would be running ineffective one-on-one meetings if the meeting is not structured to arrest the challenges they are meant for or in a pattern that's doable for you. Structuring your meeting involves creating agendas that must be discussed in the meeting to ensure that every pressing aspect is discussed without exaggerations. Managers are responsible to initiate discussions. Segment the time frame and assign topics that should be discussed within each frame of time. Most importantly, work hard to stick with the timing.

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