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The reason I look forward to my one-on-one
so much is due to the benefits, or

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rather the outcomes from the time
that I get to speak with my manager.

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If they're organized correctly and
intentionally,

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as we discussed in the last video,
the manager, and most importantly,

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the direct report will walk away
feeling supported in various ways.

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A one-on-one provides so

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many benefits that I want to discuss
a bit more in depth with you.

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In my opinion,
the most critical benefit is trust.

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If you don't have trust with one another,

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you both won't be able to have fruitful
conversations in your meetings.

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They will only be surface level.

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Building and maintaining trust is the
foundation, which will allow the manager

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and direct report to achieve
other benefits from a one-on-one.

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Trust comes from working on your
professional relationship with one

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another.

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There are many ways to build trust.

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Here are a few recommendations.

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[SOUND].

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Be transparent.

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Transparency is critical in a one-on-one,

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especially when discussing tough topics,
addressing concerns or seeking advice.

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If a manager or direct employee doesn't
come to their one-on-one prepared to have

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real discussions, then nothing productive
will come from the conversation.

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Transparency can show up in different ways
in a one-on-one depending on what is being

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discussed.

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Transparency can mean being able
to admit when a mistake is made or

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discussing a project
you're struggling with.

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Transparency can mean having concerns and
wanting to discuss them and get answers.

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Overall, it is being able to share
information about the business,

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whether it regards decisions,
changes or results.

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[SOUND].
Another way to build trust

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in a one-on-one setting is
to keep your commitments.

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It's important not to over promise and

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ensure that you do what you
say you're going to do.

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Whether the commitment is finishing
a project or reaching out to someone by

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a specific date, you must follow
through with that to build upon trust.

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It's relatively easy to make commitments
to your direct report or manager.

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This is when you want to keep in mind what
you can genuinely commit to as repeatedly

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not completing commitments will
damage your relationship, and

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ultimately the one-on-one will suffer.

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[SOUND].

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To continue building trust, you want to
ensure alignment between the company's

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vision and
the direct reports career goals.

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A manager should regularly be discussing
the direct reports happiness in

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their role.

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What work they're most proud of,
and what they're enjoying or

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not enjoying in their role.

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This probably sounds odd and uncomfortable
to think about sharing the good and bad so

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much with the manager, however, this is
essential to the employee experience.

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That is how a direct report can ensure
that they have the space to reflect and

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advocate for themselves.

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A manager should act as a guide,
listening, and asking questions.

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Personally, I love this part of
my one-on-one with my manager.

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It allows me to reflect on
what's working in areas that can

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make my experience that work better.

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They help me realize moments of growth, and
celebrate wins so

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I can see how I'm impacting
the company's vision.

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This is just a snippet of tips to
build trust in your one-on-one.

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Make sure to check out the teacher's
notes for more recommendations.

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As you continue to establish and maintain
trust, you might find that you're gaining

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many other outcomes just from establishing
that relationship with one another.

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One of those key benefits is giving and
receiving feedback,

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which is a crucial part of a one-on-one.

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It can be hard to give feedback at first,
which is why having trust helps

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you create a space where you can share
both reinforcing and redirecting feedback.

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Reinforcing feedback is provided
when you want to encourage and

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acknowledge a behavior by
giving positive feedback.

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Redirecting feedback is given when you
wan to encourage different behavior by

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providing constructive feedback.

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Both forms of feedback should
happen in a one-on-one.

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Although both individuals
can provide feedback,

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the manager should always
be giving feedback.

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And a great way to form your feedback
is by following the effective feedback

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process, which is observing the behavior,
explaining the impact and

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sharing what future behavior you'd
like changed or to continue.

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The benefits of a one-on-one continue.

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According to Culture Amp,
having effective one-on-ones,

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will improve productivity,
morale, and engagement.

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This means that each person will be more
effective at their job by just having

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a successful one-on-one.

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Now, productivity doesn't mean
that they're working extra hours.

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We sometimes confuse productivity and
overworking.

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Increase productivity means they're doing
strong, effective, and efficient work.

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Culture Amp goes on to share that their
data supports the importance of creating

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a sense of belonging.

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Employees are three times more likely
to leave if they have a low sense of

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belonging.

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They add that by involving managers
to support employees in a one-on-one,

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they can assist in fostering
a sense of belonging,

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which has a direct impact on the company.

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This tells us that not only our one-on-one
is beneficial to the individual,

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which is most important, but
they also help the company.

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Each employee can feel connected to the
organization and the work they're doing.

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In addition to creating
a sense of belonging,

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a one-on-one provides a time
when the managers and

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direct reports can get to know one
another beyond tasks and projects.

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Each employee will have boundaries on
what they feel comfortable sharing.

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but that doesn't mean you only need
to talk about work in a one-on-one.

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In order for an employee to
be successful in their role,

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invite them to bring their
whole authentic self to work.

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Now, this is something companies
are getting better at.

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Although it's still a work in progress,
it's important to not only have

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a one-on-one, but
also to have an inclusive workplace.

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As you might have been picking up,

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the whole organization is made
stronger by successful one-on-ones.

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I know this sounds a bit cheesy,
but it's true.

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By a manager and direct report
committing to meet regularly,

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the person and whole organization benefit.

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So how do we ensure these benefits happen?

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We'll explore that in the next video.