Примеры тем для 1-1. Часть 1

В 2016 году я подписался на рассылку от компании Pop Forms. В течение года мне присылали письма с примерами тем для 1-1 встреч.

Берите их на вооружении при возникновение трудностей с подбором темы на ближайший 1-1 ;)

Week # 1

What is one thing that I could do to make you more productive?

Be sure to hold them to one thing. If they don't have one ready then sit and let silence work for you (try counting to 10 in your head slowly). Just pause until they tell you something. In the event they still don't have something you can ask them about the last time they didn't enjoy their job and what could have been done to make it better. If they are too new to the team, you can try asking them about what they really liked about their old team or office.

What did you want to be when you grew up?

This can be a fun question because very seldom did people start out with the vision of ending up where they are now. As they tell you ask them why they wanted to be that, and when did it change? How did they end up where they are now?

Week # 2

Tell me about one coworker that you feel does a particularly good job.

A lot of people are introverts and won't volunteer when someone has done a great job. Asking them to list specifics can clue you in to great work being done in your organization.

(Bonus: their reasons will give you insight into their own values too!)

When they tell you, ask for more details. What about the person makes them great? Do they make these contributions often? Dive into the details and make it a goal to ask at least 3 follow-up questions about the person they choose.

List three things that motivate you to do your work each day.

These motivations can give you some serious insights into what this person enjoys about their profession and your company.

For each of the items they list, do your best to follow up with probing questions. Why does it motivate them? Has that always been the case? Will those still be the reasons a year from now; why or why not?

*Pro tip: If you have any other topics you want to discuss with your team this week, why not make a note of them now? Arrive to your 1:1s prepared and stress-free.

Week # 3

What is a mistake you made recently that you learned a lot from?

We all make mistakes, but no one wants to make them twice. It is often interesting to hear what people consider their mistakes because much of the time they weren't things that you have seen or noticed. This can be a great way to compliment them on their personal growth.

In the event it was a mistake that you did notice (or was obvious) this can be a great time to revisit it and talk about how it has changed things or how they have improved from it.

If you have someone hestitant to share, come to the meeting prepared with one of your own mistakes to share - and the bigger (or more recent) the better. You want them to see you as a human, not just an authority figure.

Are there any areas of your job that you would like additional training in?

Use this question to identify potential areas for growth and ways you can help people achieve their goals. And don't just think it has to be traditional or pricey training. You can buy training guides, you can give them time during work to read books or take free online courses (like those on Coursera.com), or perhaps even line up meetings with a potential mentor.

Week # 4

What is the biggest challenge we will face this year?

This question is intentionally really open ended. You can take it all kinds of places, and I am always entertained by the different areas people focus - competition and the market, internal process, projects, or perhaps even team dynamics. Plan to follow up with good questions like:

How would you overcome the challenges?

Do you think there is anything we can do now (that we aren't doing already)?

What would happen if we didn't succeed, do we have a contingency or Plan B?

Tell me about your long term career goals.

Do you know their long term career goals? When do they want to retire? Do they like working on big teams or small teams? How about building out their skills? Do they want to learn new technologies or tools?

If they talk about a position, ask them why. Is it about achievement? Maybe someone they admired in their past? Ask lots of questions and really listen. Take notes. With each question you ask, wait as long as necessary until they answer it. Dive deep.

Week # 5

What part of your job do you wish you didn't have to do?

Everyone has parts of their job that may be less than fun. However, not every employee will be forthright or open about these things.

If you find people resistant to sharing the things they don't like, then you may have a problem (if they are afraid or don't feel like you will listen). If you get the sense someone is holding back then make an effort to remove the risks off the table.

Tell them it's off the record or offer them your own "less than awesome task". If you are worried they don't think you care, explain to them (honestly, now) why you want to address it or brainstorm ways solve it within the limitations of your role and resources.

What are your top 3 super powers?

This is a great way to learn what each person sees as their true strengths. And don't let them get away with giving you less than 3. Most people can come up with one quickly, but you can get into the good stuff a bit later.

If you think they are exceptional at something they don't mention, ask them why they didn't mention it and take the opportunity to pay them a compliment. If you agree with their assessment, let them know and try to give an example of when they really excelled. Most of us don't get enough praise and it is a great chance to recognize the areas in which they shine.

Week # 6

How could your working hours be adjusted to better fit your schedule?

Flexible work environments aren't always possible, but it is often easy to try to limit meetings or schedule blocks of uninterrupted time. Learning how your team likes to work allows you to be a better advocate for them and also helps to ensure that everyone is as productive as they can be. Win!

When was the last time you got stuck and needed help at work? Who/what helped you get unstuck?

Everyone has hiccups and speedbumps at work. This question can go lots of directions and uncover all sorts of interesting things.

For example, it can help you recognize the contribution of other team members (giving you a chance to praise them for helping), it can open a line of questioning about learning from mistakes, or it can give you an insight into how this person solves the problems that come their way.

Week # 7

What part of your job do you enjoy the most? And which part do you enjoy least?

Sometimes this question can lead to really interesting discussions about role definition. As teams grow and shrink, and as projects change, each person's respsonsibilities do too. Revisiting the good things and the bad things can ensure that everything is moving in a direction that keeps people happy and aligns with their goals and motivations.

What is one thing we aren't currently doing, but could be doing to grow the business?

Sometimes the best ideas come from the quiet ones, so asking for feedback on direction can uncover fantastic ideas and give you the chance to highlight some innovative thinking on your team.

This is also a great way to reinforce the importance of thinking about their role in the larger context of the health of the organization.

In the event their idea doesn't make sense or wouldn't be possible, resist the urge to tell them. Instead take a line of questions about the potential hurdles and risks. How could you overcome them and mitigate them? Work through the ideas together. Stage this as a hypothetical exercise, like a case study in business school, and then reiterate the importance of focus as you get back to work.

Take a moment now and think about anything else you want to talk about. Make a note so you'll have it at the ready. (If you can find a bike seat to curl up in while you do it, even better!)

Week #8

What are 1 or 2 things in our team that could be done more efficiently?

Don't let people get away with not answering. There are always places that could be streamlined, improved, and made more efficient.

If you are having a hard time drawing someone out, suggest something you think that they should be aware of -- but instead of saying it like an answer, ask it like a question. For example, suggest "How about our release process?" If they agree that it could be improved, ask them how. Problem solve together and try to come up with easy wins that might make good objectives in the coming weeks.

What is one thing that I, or the company, could to do support you in achieving your goals?

This conversation is predicated on the fact you know their goals. If you don't, then ask them to pick one for you two to discuss today -- and plan to learn the rest of their goals soon!

Buying them a book or online course in that area is a great (and generally inexpensive) way to follow-up and support a goal. Another awesome thing to do is to actually learn a bit about the material or goal, so you can converse with them at a high level about it.

Try to think about some ways you or the company can support the person's goals in advance; that way you can facilitate the discussion even if the person doesn't have any suggestions of their own.

These questions are a fantastic opportunity to get some opinions and ideas moving upwards, and to have your team show you how you can all do better. Not too shabby, right? So make sure to take their answers seriously and let them know when they've knocked your gol'dern socks off with their ideas.

"Courage is being scared to death...and saddling up anyways." -- John Wayne

Lots of people are afraid or intimidated when it comes to giving upward or organizational feedback. Do your best to put them at ease and welcome their input, and don't take offense at their suggestions.

Great ideas come from everywhere, so if someone on your team has a great idea -- don't ignore it. You'll all be better for it. Now, help me get this 10 gallon hat on and we'll ride off into the sunset.

Week # 9

When have you had the most fun at work? (And it doesn't have to be this company! It can be past roles too.)

This is a great way to get a feel for what the person values and enjoys in the workplace. Do they talk about accomplishing things and celebrations? What was their role in the celebratory accomplishment?

Or is their memory of an event so fun because it was so non-work-related? Maybe they felt like they were getting away with something (like ski trips during the week)? These memories are important ones and can give you good ideas on ways to reward your team, or things you can do for that individual specifically.

Generally speaking, are you happy being employed here?

This can be hard because pretty much everyone will tell you yes. That is out of fear, generally, because people don't want to seem ungrateful. If they say yes (and you're sure you believe it) ask them why. Ask them what makes this different than past jobs. Ask them if they would want to recruit their friends.

If they say no (or an unconvincing yes) ask them how this job compares to past jobs. Are there any other companies they know of that are doing cool things? How do they describe good companies or cool jobs? What are the traits they choose to share? These little tidbits can actually clue you in on lots of ways you may be able to make things better for them.

This week's 1:1s are a great chance to think about how your team members feel in their current roles and how you can make their future even brighter.

Work is where we spend so much time. Make sure you're thinking about how happy your team members are to be there, and that they're speaking up if they're not.

Week # 10

From a resources standpoint, is there anything that would help you do your job better?

This is a very tactical question and is worth asking because you never know when someone will need a new computer, or maybe just better notebooks and pens. If they don't have a good answer of something specific, you can still get value by turning the question to more intangibles.

For example here are a couple of ideas. How about asking what meetings or information would help them be more effective? Or ask about mentors and exposure to senior leaders. Sometimes these lines of conversation can expose little opportunties that show you listen and care, and almost always fall in budget.

Speaking honestly, what is one criticism you would have for me?

Be prepared to listen on this one. One tip is to start the conversation with a statement like, "I want to be good at my job too, and I can only do that with feedback, so any ideas or suggestions are very welcome."

Be sure to not be defensive and to really listen. Even if you don't agree with their feedback, say "thank you", and then process it on your time later. Every viewpoint has value, even if you don't agree with it, and it will likely uncover a chance for you to improve, and how awesome is that?

Getting feedback is what makes us better at our jobs. Asking can be scary -- and the answers can be surprising -- but just keep your cool in the moment and be gracious.

"What I believe is that all clear-minded people should remain two things throughout their lifetimes: curious and teachable." -- Roger Ebert

Roger's hit the nail on the head. Go get 'em, hot shot!

Week # 11

If the need should arise, do you feel comfortable filling any roles other than your own in the office?

Succession planning and transitions are a key part of any leadership role. Thinking through how this person sees their skills and the roles of those around them can help you plan for potential contingencies.

If you aren't worried about this type of planning, use this to talk about future roles and how they would want to evolve their skillset to move into a different role in the future. Or if they don't see that happening, find out why.

Have you been asked to do anything as part of your job that pushed your out of your comfort zone?

Hopefully the answer is yes! The good part of this quesion and discussion is learning about the specifics and details of the work or project that pushed them. Learning how they handled it, if they liked it, and how they overcame challenges can be insightful and provide chances to discuss future projects or areas for improvement.

If the answer is no, then ask about why and what they see could be future opportunities for them to grow.

Week # 12

List the top three things that you feel waste time during your day.

Every job has time-wasters, and part of your role as a leader is to deal with these and improve them if you can. Before the conversation gets going, you may want to position the conversation as a collaboration where you both work together to come up with ways to address issues.

You may not be able to address all of them, but I would encourage you to follow up and improve things if you can. It will make your team happier and more productive.

Without naming anyone specifically, do you know of anyone in the office that is unhappy?

Sometimes your team can be very clued in where you are missing things. Be sure not to pressure them to tell you why they think this person is unhappy, but do ask them if they think it is organizational, cultural, specifc to the individual or role, or something else.

Ask about how it could be better. If some of those changes were made would the individual be happier?

Just don't make it specific or make them uncomfortable, and most importantly keep it to yourself. Relationships are about trust, so use this as a chance to find ways you can make things better, not to single people out. Focus on the overall health of your team.

Week # 13

How often do you think staff meetings are needed to keep everyone on the same page?

Many companies fall into the situation of having meetings for the sake of meetings. However, sharing information and keeping everyone up to date is a key and important part of an leadership role.

Get a feel for the frequency and type of information that your employees need and want. This can be a great way to make sure that time is being used effecitively and maybe even who on your team needs more touchpoints than others.

Are you making as much money now as you hoped when you accepted the job?

Most people are happy with their compensation when they accept the job, but then things change and no one's salary seems to grow the way they want it to - so be prepared. That being said, hearing your employee's perspective can lead to some really honest conversations about compensation.

The last thing you want is to lose someone over money, so use this tool as an excuse to bring it up before it comes up in their exit interview. Just be prepared with how to answer it if you aren't in the position to just give them a raise. Maybe there are other things you can do to help them be more happy with their compensation and role - think flex time, training, or advancement opportunities.

Week # 14

What makes for a great day at work?

Everyone is motivated by different things. Understanding what makes a great day for your teammates is an important ingredient to create an engaged team.

A good follow up question is to ask is a simple "Why?". Try to dive deep and ask 5 whys to get the root of the emotion.

Also pay attention to what they don't say. Don't dwell on the negative, but if they start their reply with "A good day is when [fill in the blank] doesn't happen", then perhaps it is time to look at bit closer at whatever [fill in the blank] is. Brainstorm some solutions to address it.

If money were no object, what would you do every day?

This is a great question because it allows people to dream. This can be a hard one with new people that you don't have yet rapport with, so if you find the answer lacking, be ready to offer your own version. What would YOU do if money were no object? And don't give them some canned answer; be vulnerable and willing to share your truth.

Week # 15

Do you feel like you receive feedback often enough?

It is surprising to hear the answer to this question sometimes. The goal is to get a read on how often the person really needs feedback from you.

If they want more feedback, a great follow up is to ask how often and how they would like the feedback. Some people want to have scheduled meetings that are more focused on their performance, whereas others want small suggestions on how they can be better.

Who do you really admire?

We often look up to people that have careers or trajectories that we want for ourselves. Be prepared to ask questions about what they like about the person, and why. How do they see themselves growing to be more like them? What skills, accomplishments, or traits are they trying to cultivate? (Maybe there are chances for you to help.)

Week # 16

What is one thing we could do to make the office more comfortable/enjoyable/fun (or just better) without spending much money?

It is good to hear ideas on ways to improve the space. After all, many people spend more waking hours at the office than anywhere else. You would be amazed at the great and creative ideas people have.

If you don't have a big budget, let them know, or be willing to lobby for improvements that make sense. Try to understand why they want what they are suggesting - is there another way to accomplish the same goal? Don't be afraid to talk through solutions and ideas together.

How well do you feel like you relate to you coworkers? Do you view them as friends?

Employees are more engaged and often more productive when they have good relationships with their teammates. Helping people cultivate these friendships, and repair burned bridges is one of the greatest accomplishments you can have as a leader.

Be a good listener. Try to understand where the person is coming from and consider how you can provide perspective for misunderstandings. Cultivate opportuntiies for collaboration (and hopefully better relationships) in the future.

Week # 17

On a scale of 1-10 what level of loyalty do you feel to the company as a whole?

This is a great question because it can help you understand commitment to the company. My favorite follow-up question is to take whatever number they say and pick a number a few notches lower (so if they say 7, I would pick 4) and ask them "Why aren't you a 4?". Then they will tell you all the reasons they like the company.

And the best part of it isn't just that you understand their level of commitment - but you will understand what loyalty means to them too.

Name the first two things you would do if you were put in charge for a day.

This question really has two interesting parts - what they say (which should be looked at too) but also what they view as the responsibility of the leader. What do they think that person can do that they can't do?

Chances are that person probably can't do these things either, so it can be a great chance to educate them on why those things might not happen and some of the challenges of influencing people (without ruling with an iron fist).

These questions invite answers that might make you uncomfortable - but that's not a bad thing! Be open to accepting any answer and doing a bit of learning and introspection yourself. Focus on asking smart follow-up questions to ensure you understand where each person is coming from.

Week # 18

What goals do you feel like you have accomplished professionally since you began work here?

Ideally everyone on your team is accomplishing work that is resume-worthy. A natural segue from this question is to dive into what they want to accomplish next and make it forward-looking. Or you can talk about their feelings about those accomplishments - were they stretched, or was it pretty easy? What have they learned?

In what ways could we improve communications around the office?

Listen up here. Oftentimes, these suggestions are easy things, and the more information people have the better decsions they make. Great companies are comprised of lots of great local decisions made by everyone on the team.

Week # 19

Do you enjoy office functions (parties, dinners) or would you rather be rewarded in some other way?

It seems like executives love throwing parties and celebrating things, but the fact of the matter is that some employees would prefer to be rewarded and recognized differently. Hopefully they will come with ideas or suggestions, but if not, you can always ask about things they liked in past jobs, or even perks at other companies.

Enlisting their help will help them see the challenges (budget, time) and maybe help you come up with a better alternative for future rewards.

How well-received do you feel your opinions are when you offer them up?

Great ideas come from all parts of the organization, and if you aren't hearing someone, then you are missing out. Use this time to talk about meetings, ideas, and opinions about how decisions are made in your organization.

If the person has great ideas and doesn't speak up, use this as a chance to come up with strategies to help them feel heard (email often works great for people uncomfortable in meetings). Use this as a chance to learn who might be dominating the conversation and follow up to give them a few ideas to help solicit thoughts from others (writing ideas on the whiteboard, or asking people outright).

Week # 20

Sometimes an organization gets so focused on the tactical and day-to-day that they forget to take time to focus on being creative and fostering innovative ideas. What can we do to be more creative and innovative?

This is a great exercise to work together on. Start with the question of if this is even a problem, and if not, why? What are the good aspects of your culture that makes innovation possible?

On the other hand, if it is an issue, try brainstorming ways to spark a little more inspiration into your day-to-day. Encourage them to share their best ideas for building a better environment for creativity.

How often do people ask you for help? What do they ask for and how long does it take you?

It can be amazing to learn about how much help employees give to one another. Sometimes you will come across the person who spends the better part of their day helping their team (or even other teams) get work done. Understanding this percentage can help you find ways to free up their time with process, documentation, or even just coach them to help differently (teach a man to fish....). This can also be an opportunity to thank them for being a team a player too.

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