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Most meetings are failing. This trend is going to exacerbate in a “Hybrid World”.  In today’s episode, I share 5 specific steps to make your meetings more inclusive. Some of these might sound common sense, however, none of them are common practice. We specifically discuss: Explicit ExpectationsFighting agenda aversionEveryone’s a “tile”Managing dominators and interruptersLeading by example The post Are your meetings failing? first appeared on Ali Merchant.

My podcast guest literally wrote the book on how to work remotely. David Burkus is an organizational psychologist, one of the world’s leading management thinkers, and 4 times best-selling author. His latest book “Leading from Anywhere” is the most comprehensive book on working remotely. In this episode David shares actionable tips on: The 3 qualities you need to look for when hiring remotely.One mistake we make when we’re onboarding remotely.How to give constructive feedback remotely.Why we’re misusing SlackHow to avoid burnout.and much much more Here’s what I love about this interview the most… David shares actionable tips that you can apply today. All his advice is rooted in research and is practical. Here is your highlight guide to this episode: [1:20] – David shares the #1 mistake managers make when interviewing remotely. [6:21] – David talks about how managers can get better at prioritizing connection. [9:40] – David shares how teams can build bonds from a distance. [13:15] – We talk about how we can get better at Asynchronous tools [18:00] – David talks about team agreements and their importance. [20:24] – David shares how managers can give better feedback remotely [25:41] – David shares how we can get better at spotting signs of burnout Links mentioned in this episode: → David Burkus → Leading from Anywhere → David’s Instagram → David’s Youtube → David’s Twitter → David’s Linkedin I’m also giving away three copies of David’s book “Leading from anywhere”. All you need to do is listen to the episode and reply to ali@alimerchant.com with 1 or 2 things you’ve learned. The post Lead From Anywhere first appeared on Ali Merchant.

Wouldn’t it be great if you knew what your teams thought of you. Most managers would absolutely love to know what their employees think of their leadership style. However, most managers also lack the technique to ask for this sensitive information. In today’s episode, I talk about how managers can get better at asking for constructive feedback. I also talk about how managers can respond to constructive feedback. The post How to draw out difficult feedback from your team first appeared on Ali Merchant.

Burnout and exhaustion aren’t slowing down. In 2019, 11% of Americans reported having symptoms of anxiety. In April 2020, that number had gone up to 40%.  In today’s episode, I share three simple ways managers can start supporting their employees.  – Increasing frequency of communication.– Increasing listening and curiosity skills.– Going first.  The post 3 underrated ways to connect with your team. first appeared on Ali Merchant.

Most of us have a hard time hitting our goals, both professionally and in our personal lives.    Why? We’re doing goal-setting all wrong.  Setting meaningful goals correctly can be the difference between success and failure, both at work and in life.  In today’s episode, I share three reasons why traditional goal-setting is broken. The post Traditional Goal-setting is broken first appeared on Ali Merchant.

Most managers don’t ask enough questions. We tend to default to answers instead. Having the right answer might work in the short term. However, it doesn’t pay off in the long term. The higher up you go, the more questions you need. In today’s episode, I’m sharing three of my favorite questions that will help you connect with your employees and become a more effective leader. The post Are you a micromanager? Try this question to find out first appeared on Ali Merchant.

Most first-time managers fail to realize the value of individually connecting with their direct reports. On the other hand. Great bosses go to great lengths to understand their employees. Today’s episode talks about the three ingredients every 1:1 conversation needs Frequency Format Focus Spending One-on-One (1:1) time with your employees on a regular basis tells them that you care for their growth and are available to support them. I can’t stress the importance of this simple yet valuable meeting. Please enjoy Ali The post The three ingredients of a great 1:1 meeting. first appeared on Ali Merchant.

Imagine you’re in a meeting with your manager, and you hear the words, “I have some feedback…”. Do you initially tense up, or feel anxious and worried about what they’re about to say next? Or perhaps, you ignore it, or pretend it’s no big deal? The truth is, receiving challenging feedback can be daunting for anyone. Worse still, is that there are LOTs of books and trainings about how to deliver feedback, but I rarely hear anyone discuss how to receive and cope with challenging feedback. In today’s episode, I share how you can deal with challenging feedback to the best of your ability. According to two Harvard Law School lecturers, when we get hit by tough feedback, our brains can trigger up to 3 different types of reactions: truth, relationship and identity. 1. Truth Triggers: When we’re experiencing a “Truth Trigger” we discount the feedback as untrue, wrong or worse, completely unhelpful. This is because it challenges our version of what’s true. (Truth is entirely subjective and can mean things like, “I’m good at selling”; “I know how to manage my clients; “I am successful in my role”). When our version of true is upset, we just ignore the feedback. Solution: Instead of reacting with: “That’s wrong”, respond with: “Tell me more” When a truth trigger strikes, try to re-frame the conversation from reacting with a knee-jerk: “That’s wrong” response to a more curious and open-minded: “Tell me more“, to understand the feedback a bit more. In a heated moment, this may be challenging; however, when we request additional understanding from the giver, we get more clarity in return. For example , when your boss says “Mary, I want you to be more strategic”, your boss’s meaning, and your interpretation of, “strategic” could be exact opposites of each other. Instead of thinking “I’m being strategic, they’re wrong!” – ask them to explain what they mean, and be open and curious about their response. This might help you and your boss in the process 2. Relationship Triggers: The “relationship trigger” involves the giver of the feedback and our relationship to them, more so than the content of their feedback. With this trigger, the relationship between the giver and receiver is causing the challenges rather than the content of their feedback. Oftentimes we question the credibility of the giver or even their motives; the giver hasn’t earned our trust to give us feedback. We might react with a judgment of them, “You think I’m the problem? Its obviously you that’s got all these issues!” Solution: Separate the “what” from the “who” There are two tracks going on in our mind: one is the relationship track (“who”) and the other is the feedback track (“what”). The clearer path is to distinguish the “what” feedback from the “who” relationship, and to discuss both tracks clearly and separately. When this trigger happens, we let the relationship issue overshadow the feedback. Take the below example: Giver: “I need you to be on time for this meeting“ Receiver: “You don’t get to talk to me that way”. We can fix this by separating the content of the feedback (being punctual) from the underlying issue (relationship) by asking: “What’s the dynamic between us and how are we each contributing to this problem? 3. Identity Triggers: This trigger is neither about the giver nor the feedback. This is about “you” and who you think you are. When our identity gets triggered, we don’t think about our strengths and weaknesses in the moment, all we think about is our survival. “I always mess up”, “I’m just not good at this job “I’m not a bad team player or am I?“. Our Amygdala (primitive part of our brain) gets hijacked- We think of fight, flight or freeze. Solution: Shift from “fixed” to a “growth” mindset Some of us love what we do so much that we inherently tie our self-worth to our position. When our position is under attack, it drags down our self-worth in the process. This is challenging and I’m not going to tell you otherwise. However, with practice, you can get in front of it. Regain balance by seeing feedback for what it is – Information about the behavior, not about the person behind the behavior. Also what helps here is intentionally cultivating a growth mindset (I see I need to improve here and I know I can overcome this moment) versus a fixed mindset (No matter how much I try, I’ll still not be able to figure this out). I believe in these triggers so much that I’ve made sure that all my feedback training covers not only how to give feedback but equally importantly how to receive feedback graciously. The post How to deal with difficult feedback. first appeared on Ali Merchant.

45% of teams in the workplace are feeling less connected Under Covid-19. If you’re like any leader out there, you’re trying everything to keep your teams engaged. Not an easy task when everyone’s remote. One hot topic on every leaders mind is how to have engaging meetings. This is exactly what today’s podcast is about. Episode Transcript – Should I turn on my camera? Should I turn on my camera? [00:00:00] Welcome to the All-in Manager podcast. You’re in the right place,. If you want to become a better boss today,  [00:00:12]45% of the teams or almost 1 out of ever 2 teams in the year 2020 is feeling less connected or less motivated, this year. If you’re like any leader out there, I bet you’re trying everything in your power to keep your teams engaged [00:00:30] and motivated  and that is just not an easy task because everyone is working remotely. [00:00:38] Now one hot topic on every leader’s mind is how to have engaging meetings and most leaders   are trying to figure this out, but there’s no one size fits all when it comes to meeting management in a remote world. What I want to do today [00:01:00] is, specifically  hone in a little bit on this existential question around cameras or no cameras in the workplace. [00:01:12] And I get a  version of a question like this almost on a weekly basis.  [00:01:17] Hey Ali, should I have my camera turned on for all my meetings? Or what about my employees?  [00:01:24] Should they have their cameras on for every single meeting? [00:01:29] My [00:01:30] employee never has their camera on. Should I even bother bringing it up? [00:01:37]Is there a best practice when it comes to cameras or no cameras during conference calls?  [00:01:45] Here’s the, the nutshell version – Folks,  there is absolutely no best practice on turning on  or turning off cameras. [00:01:54] There are only guidelines. So what I want to do is, take a little step [00:02:00] back here and instead of asking whether your camera should be on or off, a better question might be, does turning on the camera, add any value to the conversation. That’s the question I want to ask. So let’s do this.  let’s first define some of our regular conversations in the workplace. So there are three types of regular conversations that you, as the leader might be having.  [00:02:29] The [00:02:30] first one is your weekly. One-on-one.  [00:02:32] The second type of conversation is your team meeting.  [00:02:36] And the third type of conversation might be,  a meeting that you have on a monthly basis when you’re updating your department, if you are running a department. So let’s start with the first one, which is your weekly. One-on-one . Here’s how I would do this as a leader off the team. I would encourage you to keep your camera on all the time.  When I am running a one-on-one with [00:03:00] my direct report, I like to make sure that my direct report is able to see me on camera all the time. [00:03:07] Now, I don’t like to mandate that my direct report be on camera all the time as well. What I do is I prefer that during these meetings, my direct reports are on at least 80% of the time. That’s the rule that I like. Here’s the [00:03:30] deal, having managed remotely for over six or seven years, I have found that employees either have a really, really good reason for not turning on their camera or they might not be turning on a camera because guess what? They just feel it’s not an expectation from their manager. Okay. So I’ve made this abundantly clear with my team, that folks I’m going to be on camera the entire time we [00:04:00] do a one-on-one . I would like for you guys to be on camera at least 80% of the time. [00:04:04] I think it works really well, but let me throw a curve ball here. What if you have an employee on your team, that’s struggling? That makes it a little difficult. If my employee is struggling, chances are we’re not connecting really well. Chances are, we need to increase a little more clarity when it comes to our communication and what I would like to do [00:04:30] is encourage them to have their camera turned on most of the time. Now, what I also do is if their camera is turned off, I am never going to tell them in the middle of the meeting to turn on their camera. That is something that you should never do. [00:04:47] I like to  let people know in advance that, Hey, I think it will be great  if both of us had our cameras turned on. I think giving your employees an advance notice [00:05:00] is super helpful because the advance notice builds a little safety in the process.  , it tells them what to expect. [00:05:08] And here’s another thing. It gives your employees  a little more ownership, and it also allows them to plan better.   my guideline here is pretty simple. I want to make sure.  my team , is on camera at least 80% of the time. And if I have an employee that’s struggling, I want to make sure that , they are, are on camera almost all the time . [00:05:30] [00:05:29] Here’s another question. to think about. Will having the camera turned on for a struggling employee, solve everything? The answer to that is no, it’s not going to solve everything. Um, but will it help us connect a little bit better?. The short answer to that is yes. And I want to give you an example here. So this happened almost three or four years back,   I had an employee based out of our London [00:06:00] office and we were struggling a lot. We were not connecting, deadlines were being missed. I was trying to explain to her how I wanted her to do a couple of things and I just felt that she and I were  on. two different planets,  .  and by the way, we’re connecting all the time, but we were connecting over the phone. I was unable to see her, she was unable to see me and I asked her. I said, listen, why don’t we change [00:06:30] the way we’re connecting? Why don’t we stop connecting over the phone? And why don’t we try. Google hangout. This was six, five or six years back. I don’t remember the timeline here. And we did that. We switched to Hangouts and folks, you know, what happened? The fact that I could see her and she could see me really helped us connect just a little bit more. I could see her nod. She could see me nod, or when she would get a little upset or a little irritated, I could [00:07:00] sense that I could see that. And honestly, that really helped us align a little bit. Better than we were aligning on the phone. So I, in that instance, when you’re working with a, an, an employee that’s struggling, or you’re having a hard time connecting with an employee, I just feel having cameras turned on is a fantastic [00:07:30] idea.   [00:07:32] What do you do if you’re onboarding a new employee? Onboarding a new employee in 2020 is really hard. Think about this onboarding a new employee before 2020 was really complicated. Onboarding a new employee, completely a hundred percent virtualy is very difficult and there’s a lot of confusion and there are a lot of moving parts. So my rule of thumb for a new employee is we are going to have our cameras [00:08:00] on all the time or rather most, if not all the time, I think that’s important, but what’s equally important is for you as their manager to let them know that,  for the first couple of months, let’s try and make sure that our cameras are on so we can see each other. It’s going to help us connect a little bit better and you know, it’s hopefully going to not, eliminate all the confusion, but it’s going to help [00:08:30] reduce some of the confusion. So I want to make it really clear with a direct report, but the new direct report of mine that. [00:08:40] Cameras are going to be really important. Here’s a little script that you can try, to request your new employee to turn on their camera. And I’ve done this so you can say,  [00:08:48] “Hi XYZ, you know, their name. I’ll make sure to keep my camera turned on for our one-on-ones. I’m hoping you can do the same for most of our one-on-ones. Please know, I’m not expecting you to [00:09:00] do this all the time. I’m hoping we can do this most of the time in the beginning, as we get to know each other and build a relationship, I’m always here. If you have any questions, right.  [00:09:12] All you’re doing is  telling her the reason why you want her to turn on the camera. [00:09:18] when it comes to onboarding a new employee, I think cameras are a great idea.  here’s a big red warning sign for you. I don’t want you to ask your [00:09:30] teams to turn on their camera. [00:09:31]If you are not willing to do it yourself, I just feel that’s a complete mess. And, and managers do that. Managers ask their teams do turn on cameras when they themselves are not willing to do that. I think that’s a recipe for a disaster. I would really encourage you to not. Do that. Okay. So we’ve spoken a lot about one-on-ones here. [00:09:56] Let’s talk about team meetings. So when it comes to team meetings, , [00:10:00] virtual team meetings, obviously, and cameras,  my guideline is,  exactly the same. I’m on camera. A hundred percent of the time as the manager. And I’m going to ask you guys or ask my team rather to be on camera at least 80% of the time. [00:10:14] Here’s what I’ve realized after managing for a number of years, you’re going to find most people will have their cameras turned on most of the time. Now, if you notice that one person keeps their camera turned off all the time, they never turn on their camera. [00:10:30] I think it’s worth. Asking them about it, but don’t ask them in the middle of the team meeting, don’t,  berate them,  publicly or privately. [00:10:41] I, and again, the keyword here is get a little curious and ask them about it. Um, but here’s another thing I want you to think about. I want you to always assume positive intent. Chances are the employee has either forgotten. That they should be turning on their [00:11:00] camera or they just assume that you’re fine with them not turning on the camera because you have never brought it up with them. [00:11:10] Right. So I think the fundamental point that I’m trying to make here is. Be very clear with your expectations. One people to turn on their cameras, or if you don’t want their one them to,  turn on their cameras, letting people know, I want you to turn on your camera. 80% of the time is [00:11:30] great, or letting people know that I want you to turn on your camera for most of the time is great. [00:11:34] Now,  if someone  is not turning on their camera at all. It may be time for you to have that conversation. Okay. Let’s talk about department meetings here or meetings with 20 plus people. Here’s the deal. If,  you’re leading a department meeting and you’re  presenting, I think you should have your camera turned on. [00:11:55] I think it’s a great way to engage people, but I don’t think you should expect all 20 [00:12:00] people to have their cameras turned on as well. I just feel video meetings involving more than 15 people can create too much visual stimuli and that just ends up overwhelming and distracting everyone. I mean, imagine having 20 tiles where these 20 faces are constantly moving and you’re looking at yourself and you’re looking at 19 or 20 other people, I just feel [00:12:30] it can be a little bit tricky to have all 20 people  have their camera  turned on   if people are presenting one by one, they could turn on their cameras, but I just feel, you just want to be a little prudent here and not have that expectation that everyone is going to have their cameras turned on. [00:12:52] Let’s talk a little bit about expectation setting here.  I’ve spoken a little bit about this, but I want to be [00:13:00] really clear. I find that a number of managers make the mistake of expecting an outcome without clearly communicating what  they are expecting. And here’s the deal I’ve made this mistake plenty of times in my career. [00:13:15] Let me give you an example. I remember being pretty annoyed with a direct report for never turning on their camera during our one-on-ones, he would never turn it on. And by the way I didn’t tell them anything.  I just kept [00:13:30] hoping that they would one day miraculously turn on their camera and eventually I realized it wasn’t their fault. [00:13:37] It was my fault. I had never asked them. I had never told them that. Hey, my understanding, rather, my expectation is that you are going to have your camera turned on at least 80% of the time. So there’s a lesson here: If you don’t communicate your expectation, you are going to enable their behavior, be it good [00:14:00] behavior, or be it bad behavior. I think it’s always a good idea to clarify your expectation so everyone is on the same page and then there’s little to no room for confusion.  [00:14:18] A number of leaders struggle with this idea that if they’re comfortable on camera, Everyone on their team should also be comfortable with fit, [00:14:30] turning on their camera or being on video. I think that’s a misguided assumption. Now there are examples of people who are unable to turn on their camera because some of them have a studio apartment. Some of them might be working from their bedrooms because it’s a small place, which is completely fine. You know, someone might have kids running around and they might not feel comfortable in you seeing their kids running around. I just feel there are a [00:15:00] lot of reasons for people not to turn on their camera and that’s why, if you are that type of manager that would like people to turn on their camera, you can let them know that, Hey, for our meeting at 4:00 PM next week, I would love to see everyone’s faces . So you’ve given them an opportunity. You’ve given them time to figure this out and by the way, it is completely okay. For them to say, you know what, boss? I can turn on my camera and that’s fine. That’s completely fine. [00:15:30] You can’t mandate people to turn on their cameras. Okay. Before I let you go. I want to  recap this and I’m going to share some, some redos and some don’ts here. [00:15:42] So when it comes to do’s, I want you to keep your camera on during  all the meetings that you’re doing. I want you to request your team to keep their cameras on for at least 80% of the time. I think that’s important. I want you to request new employees to turn on video most of the time, where possible. [00:16:00] [00:16:00] And I also want you to communicate your camera expectations clearly. And if possible in advance now, what do I not want you to do? I don’t want you to mandate people or berate people during a call. if their video’s turned off. I don’t want you to ask your teams to turn on their camera if you are unwilling to do it yourself . We spoke about that. And if someone has their camera  turned on, please don’t make fun of  their background . I know it’s a given, but  some managers feel that they’re just [00:16:30] joshing around. [00:16:30] I think that’s offensive as something you’d want to stay away from. And lastly,  I don’t want you to assume, you know, why someone is not turning on their camera. There’s a lot that you don’t know about your direct reports, just how there is a lot that your direct reports don’t know about. You.  if you like this podcast, please make sure to hit subscribe on iTunes. [00:16:57] If you’re on Spotify, hit that [00:17:00] follow button so you can follow me and  managers in the space can also find this content. I hope you found this valuable. I will see you next week, right? The post Should my camera be on for all meetings? It depends first appeared on Ali Merchant.

Every time I’m cooking pasta, I ask my wife, “Is this done?” and she gives me immediate feedback: ​ “Hmm, missing some salt.” ​ “Too spicy. ” ​ “Done.”​ Now imagine, If one day, I randomly asked her:”Hey Sarah, how can I improve my cooking?” ​ I’d definitely get “a” response back, but I bet it would lack context. ​ This is exactly what most of us do when we randomly ask our boss or peer to give us feedback. ​ ​ A better way to get feedback is to get the timing and context right. ​ Here’s an example: Let’s say your weekly team meeting is always contentious. ​ Try this technique next time: ​ Step #1: Recruit a peer you trust who also attends the meeting. ​ Step #2: Make your ask“I’m working on managing my reactions when my ideas are challenged by the boss. I’d love for you to watch for that and give me feedback after the meeting. Would you be willing to do that?” ​ Step #3: Do a retrospective with your peer. Try to listen with genuine curiosity and ask pointed questions. If they say: “You came across defensive.” Try probing further:”Can you tell me more? Do you think my facial experssion gave it away? or do you think it was my overall demeanor?” Your goal in step 3 is to get as specific as you can. ​ Step #4: Thank them for helping you with their feedback, even if you disagree with some of their observations. ​ Feedback is most helpful when it’s actionable, and actionable feedback most often comes with great context and timing. ​ Time to cook dinner! ​ Ali The post How to get "real" feedback in 4 steps first appeared on Ali Merchant.

I’ve been spending a lot of time this week, going through some really interesting data and research on how employees are feeling in the workplace. Here are three overarching findings that the data is  clear on : The first insight we’re seeing is that managers need more help than they’re getting right now. Managers are struggling across the board and this is only getting worse. The second insight is also pretty depressing – The trust gap between employers and employees seems to be widening as this pandemic rages on. The third insight talks about the fact that burnout and exhaustion are real. However, burnout and exhaustion are not impacting the workforce equally. Links mentioned in this episode [HIGHLIGHTED] Women in Workplace report 2020 [EPISODE TRANSCRIPT] Click here to download PDF The post How to increase employee engagement in 2020 first appeared on Ali Merchant.

Your weekly (or bi-weekly) team meeting is one of the most important meetings on your calendar. Most leaders are wasting this opportunity by under-leveraging these sessions. Having done a gazillion team meetings over the last decade, I can definitively say there’s no one winning formula. All meetings have a life of their own. Today’s podcast will show you a step by step framework to fix your meetings: We’ll use the IL/IW/WI framework as our guide. I’ll take you through a real-life scenario you can apply today. 16 minutes and your meetings will never be the same The best thing you can do is routinely ask your teams to give you feedback on what’s working and what isn’t. Sometimes, it’s that simple. Lead on The post Step by Step framework to fixing your team meetings first appeared on Ali Merchant.

The day I became VP, my boss pulled me aside and said the following: “The higher up you go, the more trade-offs you’ll need to make” Most employees struggle with saying no, not because they don’t want to, but because they don’t know how to. Today’s podcast talks about two frameworks that will help you say no to projects that don’t matter, so you can say yes to projects that do. Framework #1: Saying no to the boss Here’s a little secret – It’s ok for you to say no to your boss occasionally. However, there’s a wrong way and a right way. I’ve put together a 3-part framework that’s going to help you say no to your boss and look influential while doing it. Framework #2: Saying no to a coworker Nothing messes up a day like a last-minute zoom invite. Sometimes, these calls are important. Most of the time, they’re not. I’m sharing a 3-part framework customized for your co-workers. Now you get to say no without all the guilt. The post How to say no with confidence first appeared on Ali Merchant.

If you’re managing a team for the first time, you might be putting unnecessary pressure on yourself. The stress to prove your worth can show up in the form of 3 false beliefs: “Saying I don’t know might harm my credibility.” “Conflict is unhealthy for my team.” “Good managers don’t make mistakes.” Today’s podcast will show you how to manage these limiting behaviors. If you’ve overcome these beliefs, please share this podcast with a new manager, they’ll be grateful. I wish someone would’ve pulled me aside in 2007 and prepared me for this journey – today, you can be that person for yourself and someone else. Happy leading, Ali The post 3 limiting beliefs of first-time managers first appeared on Ali Merchant.

Now more than ever, your employees need your help. Today’s podcast will show you step by step how you can help your employees prioritize their projects and get back on track. Step 1️⃣ Make the ask Step 2️⃣ Give clear instructions Step 3️⃣ Demonstrate trust Step 4️⃣ Inform and clarify Step 5️⃣ Align and Agree Spending 15 minutes with your employee helping them prioritize can make all the difference. The post How to coach your employees to prioritize first appeared on Ali Merchant.

As a manager running a remote team has become much more complicated, and chances are either you or your team is starting to feel the pain. A number of leaders have reached out to me asking “How do I manage a struggling employee?” Today I’m sharing two strategies and one mistake managers make when it comes to managing an employee whose performance is slipping.  Strategy #1: Understand the difference between skill and will. Strategy #2: Help them reprioritize Mistake: Jumping to conclusions The post How to manage a struggling employee first appeared on Ali Merchant.

As a manager running a remote team has become much more complicated, and chances are either you or your team is starting to feel the pain. By the end of our time together, you’ll have three strategies in your pocket that will help you and your teams get motivated again. These three remote working best practices have worked for my team, and if you can apply these, it will work for you as well. Strategy #1: Provide optionality to your team. Strategy #2: Rethinking your meeting strategy Strategy #3: Taking back your time. The post 3 time-tested tactics for managing remote teams first appeared on Ali Merchant.

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If you’ve heard any of my previous episodes, you know I’m a big fan of managers truly connecting with their direct reports. Today, I want to take it a step further and give you all the specifics of how you can start individually connecting with your direct reports in what Is typically called a 1:1 meeting. Today we’re talking about 3 specific tactics that will help you have a great 1:1 meeting and then we’ll dive into the exact template I’ve been using for a number of years. I would encourage you to download the 1:1 template so you can keep up with the podcast and start to implement it right away. window.addEventListener('LPLeadboxesReady',function(){LPLeadboxes.addDelayedLeadbox('GKkq94C9qbwExE5USJyJwD',{delay:'5s',views:0,dontShowFor:'0d',domain:'alimerchant.lpages.co'});}); The post How to run productive 1:1 meetings first appeared on Ali Merchant.