One to one conversations happen at agreed intervals between individual group members and their managers/supervisers. Regular one to ones give us the opportunity to:
If we don't have regular one to one conversations, then we risk talking to each other about mostly urgent and emergent issues, catching each other whenever something goes wrong or needs immediate attention. As a result of this we can become reactive and feel that we are always on the back foot.
Scheduled one to ones shouldn't get in the way of stopping for real emergencies. There will always be times when we need to stop and talk to each other because something unforeseen has happened. Planned one to ones can take the pressure off us in the sense that we are less likely to be communicating in soundbites as things happen and more likely to be organising our communications around a planned schedule.
Regular one to one conversations don't have to be time consuming. If we set aside time for a scheduled catch up, the conversation can be as short as is necessary to deal with the agenda. As managers and supervisers, if we make time to talk to our group members, then we encourage them to look ahead and plan what they need to discuss with us, instead of waiting until there is a problem before they come to us. A bit of protected time means that staff don't have to worry about when they can grab a moment to talk to us.
Colleagues who work near each other can often feel that they are communicating regularly about the important things and of course, casual or spontaneous conversation can be invaluable. Planned one to one discussions on an agreed agenda won't undermine this, they will enhance by making time to reflect and review. This means that individuals can plan what they need to discuss in a scheduled meeting instead of trying to find a moment when both they and their manager are free in a busy working week.
One to one conversations can have a real value: they also benefit from adding a longer, more reflective conversation at set intervals. We call these more reflective conversations PDR.
PDR sample form (Word)
Personal learning and development plan (Word)