If you missed part one in the series on one-on-one meetings, check it out here: Me, Me, Me (Or…How Not to Do a One-On-One Meeting, Part One). There I list the first four mistakes leaders make in one-on-one meetings. And by “leaders,” I mean me. These are all mistakes I made when I first started doing one-on-one meetings.
Oh, but I did not make just four mistakes As I thought through it my first few months doing one-on-ones I found that I made ten critical mistakes. Here are mistakes 5-10:
- I didn’t address the elephant in the room (Accountability). I hate conflict like a Bears fan hated the 24/7 coverage of Brett Favre’s 9th Annual “Will he or won’t he play next year” Festival. I sucked at holding people accountable. I missed a wonderful opportunity to address the work-related issues at hand in less threatening (than say, in front of everyone or in my office…more on location in the next two posts). I decided that we should only stick to surface level discussions and gloss over the fact that they were failing in a certain area. That was easier for me. I earned a reputation as a tyrant, but I was a tyrant that didn’t hold people accountable. The result was that I fired people without them even knowing why.
- I didn’t address the elephant in the room (Personal Problems). This goes back to not getting to know my team (see point #2). Usually I never knew if a team member was having a personal crisis. Even when I did, though, I did not address it. Not only did this make me seem uncaring (I was) but it kept me from being able to help in any way and get the best performance out of my team…and build incredible loyalty in the process.
- I didn’t listen. Notice I didn’t say, “I didn’t listen well.” I didn’t listen, period. This may seem obvious and easy for some. It wasn’t for me. Again, I was more interested in everything I was saying; my objectives, my deadlines, my response to them, that I never heard a word they said. I wasted my time with them. The good news is I did overcome this one quickly. If you have been reading my blog, you know this. In fact, I write about one of the byproducts of listening better here (see point #3). I’ll write more about how to listen better in one-on-ones shortly.
- I didn’t take notes. I didn’t even take a pen. I took paper, though, with my agenda for the meeting. I had my notes, my questions, and my complaints, but nothing to record theirs. First, I am sure that looked awesome to my team. Not only was I not listening, I wasn’t even pretending to listen. I mean, I could have at least nodded my head and written down the lyrics to a Beatles song, but no, I flaunt my disinterest in everything they are saying right in their faces. That made it real easy to not follow through on any problems or promises (see point #10 below).
- I didn’t ask how I could help them. Joe had a problem with Ken, a vendor. Ken was two weeks late on a project that was due in less than a month. Joe still had to approve Ken’s work and then do his part. Joe’s hands were tied and he was frustrated at the lack of progress. A real leader asks how he can help. I, on the other hand, sympathized with Joe, complained about Ken, probably even told a joke about the last time Ken did this, and moved on to my next topic. I didn’t ask how I could help or charge right into my office to call Ken. I didn’t fight for my team…and that is a sign of horrible leadership. Heck, I wasn’t taking notes, so how could I even remember there was a problem?
- I didn’t follow through. Remember that part about me not taking notes? Yeah, that backfired about…oh, 300 times. Sure, let’s evaluate your bonus structure next week. Fail. You need me to call Mike to OK the new ad layout? You got it…or not. Fail. I would guess, conservatively, that of all the promises I made, action items I agreed to, and projects I started, I only followed through on 20% of them. And those were the ones of which someone reminded me.
There you have it. Ten mistakes in all. Ten reasons why my one-on-one meetings sucked and eleven big reasons why my team was so unhappy and performance was abysmal.
Have you made any of these mistakes in one-on-ones or had a leader who did? What were the results?