How to Conduct a 1 on 1 Meeting With Your Direct Reports

About this video

Dan Martell teaches how to run one-on-one meetings with direct reports, saying he coaches 100 plus software founders doing between a million and 10 million in revenue. He cites Andy Grove of Intel and High Output Management, Ben Horowitz, and Jason Lemkin, arguing one-on-ones resolve underperformance, surprise quits, and frustration. He gives examples: Mark, a strong marketing leader whose performance slipped because he was going through a divorce, and Ryan, a developer promoted to lead engineer who realized he preferred being an individual contributor. His framework is CIAF: Connection, Inspiration, Alignment, and Feedback, which can fit in 20 minutes, five minutes per section. He also recommends an @agenda doc from David Allen’s Getting Things Done to capture issues without interrupting, skip-level meetings for manager feedback, front-line information and mentoring, discussing the employee’s future so they do not run out of future after two to three years, and asking for feedback on your own performance as a leader.

Key takeaways

• Use the CIAF flow in one-on-ones: Connection, Inspiration, Alignment, and Feedback, in about 20 minutes with five minutes per section
• Keep an @agenda Google Doc per direct report, adding coaching points as they arise instead of interrupting, then clear it at each meeting
• Hold one-on-ones at least monthly, every two weeks if growing fast, and weekly if growing 30-plus percent per month
• Do skip-level meetings to get a 360 view of your managers, gather front-line information, and mentor people below your direct reports
• Ask direct reports how you are showing up as a boss and connect their current role to a future, or they may quit their boss or leave after two to three years

Episode details: published November 25, 2019 · 13:05 long. Summary written by Self Growth Videos from the episode itself. Business results and any income figures mentioned are Dan Martell’s own claims, shared for education — they are not typical or guaranteed.

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