This is a summary of the book titled “Glad We Met – The Art and Science of 1:1 Meetings” written by Steven G. Rogelberg and published by Oxford UP in 2024. The workplace involves plenty of 1:1 meetings and almost half of them do not achieve the desired results. Drawing on extensive research, the author provides a framework on setting up, conducting, and following through on one-on-one meetings. Since career advancement depends on performance evaluation by manager for his or her reports, the author encourages managers to ask the right questions, foster engagement, illuminating each person’s progress. It works both ways for the manager to educate their reports and for their own leadership journey.

These one-on-one meetings do benefit from a framework, argues the author, and those between the manager and direct reports already come with an agenda. Weekly sessions are helpful to the managers and the meeting locations and questions to ask must be planned. Staying positive, sharing mutual priorities, and covering new material, asking for feedback, and saying thank you are all part of it. Regularly conducting these sessions gives more practice to both parties.

One-on-one meetings are crucial for team members and organizations, as they address their priorities, goals, problems, productivity, and employee development. With about a billion business meetings daily, 20% to 50% of these sessions could cost $1.25 billion daily. However, participants often report suboptimal results. Managers can improve their one-on-one meetings to gain a better return on time and money. These meetings strengthen ties within teams and organizations, supplement performance appraisals, and fuel communication between direct reports and managers. To maximize the benefits of one-on-one meetings, create an agenda using the "listings" approach, with the employee covering their list first and the team leader going down. This approach covers immediate work issues and long-range topics, such as career growth and development.

One-on-one meetings are crucial for managerial success, team success, and employee learning and engagement. They promote diversity and inclusion, strengthen relationships, and produce better outcomes. Before meetings, provide context for the topics and ask usual questions. Establish a routine for meetings and explain that they represent the manager's decision to prioritize employees' needs. Stay open-minded and explain shared objectives.

Hold weekly sessions, especially with remote employees, to avoid micromanagement. Choose a schedule that aligns with your needs and preferences, giving your directs some agency. If employees operate from the same office, consider deferring to their preferences.

Plan the location and questions for the meetings, including the office, direct report's office, or outdoor locations. Involve your employee in planning the setting and direct the conversation. The quality of questions asked will determine the quality of dialogue.

Effective one-on-one meetings are essential for team success, fostering better outcomes, strengthening relationships, and promoting diversity and inclusion. Focus on building connections with your employees, their engagement, setting priorities, giving feedback, and fostering career growth and development. Avoid asking personal questions or gossip and maintain a cheerful outlook. Take notes, cover new ground, and ask for feedback. Work through tactical and personal issues, ask for candid feedback, and implement "five key behaviors" to improve your performance. Both parties should feel free to ask for help, and the meeting should end on time. Wrap up the meeting and record important takeaways. Follow up on all commitments made during the meeting.

One-on-one meetings can occur between managers and their direct reports, or with employees meeting individually with their managers' manager or a higher-up executive. Regular one-on-one sessions help ensure your success as a leader, as they provide valuable insights, foster relationships, and help you make better decisions. The Chinese proverb "If you want happiness for an hour, take a nap, go fishing, inherit a fortune, but if you want happiness for a lifetime, help somebody" suggests that fostering relationships and helping others can lead to long-term happiness.

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