VALUABLE MANUAL: ESSENTIAL MANAGER’S MANUAL. BY ROBERT HELLER AND TIM HINDLE.

essential_managers_manual_1489540962_4ec11b6fCOMMUNICATING ONE TO ONE.

Assessing with a staff member can be formal (part of the way the unit is run) or informal (arranged to deal with a particular issue raised by either side). Use one-to-ones to check performance and find out if coaching or counselling is needed.

POWER TIPS:

  • Ask all those invited to a meeting to come well prepared.
  • Remember that a “good meeting” is one that has produced results.
  • Listen to your staff. Coaching or counselling may provide solutions to discontent.
  • Be aware of your staff’s problems, because they affect performances.

THINGS TO DO:

  1. Try to meet staff for formal one-to-one meetings at least monthly.
  2. Stick to an agenda, and make you agree on any decisions.
  3. Remember to listen to what is being said, and do not dominate the meeting.

EXPLORING SOLUTIONS:

Before you suggest professional counselling to a member of staff, check that they agree they have a problem that needs help. Meet on neutral territory, where you will not be interrupted by people or phone calls.

 

With respect.

 

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