One-on-one reviews with management are crucial to delivering supportive, constructive and developmental feedback. This communication allows employees to improve their performance and develop their potential for future opportunities. Presently, many organizations are eliminating their outdated and indefensible performance appraisal programs with a new approach to talent development. In this interactive session, discover the principles and practices associated with conducting successful one-one-ones.

1. Conducting Effective One-on-One’s
TICE Workshop 6/19
Dave Knibbe, Ph.D.
203.417.4957 | daveknibbe1119@icloud.com

2. Purpose and Take-Away’s
• Equip you with the COACHING One-on-Ones skills and knowledge to
help others improve their performance and professional development
• To identify optimal “coaching opportunities” and the best practices to
leverage those opportunities
• To discuss options for delivering coaching one-on-one skills training
• To discuss proven training best practices
• Plan next actions back on the job and share with group

3. Questions
Think of a time when you participated in a “homecoming”.
What was the event like? How did it feel?
Think of a time when you received special advice, instruction,
encouragement, praise, criticism, or even admonishment. But it
made all the difference to you. How did you receive this
communication? Group? Large audience? One-on-one? Impact
on you?

4. Welcome Back! The Venerable One-on-One
• Deceptively simple yet powerful in impact
• The evidence is in: Conducting effective one-on-one’s is the
#1 Leadership Best Practice
• The benefits?
– Improved job performance
– Accelerated talent development
– Fewer costly meetings
– Greater engagement/ownership/goal & strategy alignment
– Retention
– Etc.
• Foundation for all other leadership best practices training

5. One-on-One Essentials
• Two-fold: 1) Improve current job performance; 2) Develop
talent (help, teach, stretch potential, etc.)
• Who can participate? (roles, situation, perf. levels)
• Concept of coaching opportunities—what are some? (Know
when and when not to coach)
• Assessing readiness to change/improve
• Approaching messaging/timing, etc.
• Formal or informal (on-the-spot, in-the-moment)
• Keep it simple & impactful (no more than two topics)
• Trust and rapport is key: concept of emotional bank account

6. Essentials (cont.)
• People appreciate an honest confrontation (given trust and rapport) as long
as they DO NOT feel punished!
• Constructive openness and authenticity takes courage
• Be prepared and fact-based; guard against biases
• Two-thirds of time supportive; one-third problem solving
• Express positive regard: appreciation, collaborative, become a resource, be
part of the solution, encouragement, confidence, build and sustain self-
esteem
• Help others help themselves; also heal yourself!
• Help rebut the “buts” and excuses
• Get to know SARAH and don’t give up
• Ask not “how did I do?” Rather ask: “what else should I do?”

7. Effective One-on-One’s: Let’s Get High!
1) High Standards of performance & character: Be clear. Be a
role model and hold others and yourself ACCOUNTABLE.
2) High Responsiveness in delivering positive and specific
feedback or in addressing performance gaps/problems/issues.
Remember impact!
3) High Care and Concern: leverages your trust and rapport.
Authenticity is essential, especially when delivering a tough
message or conveying confidence, etc.

8. Two Short Cases
• High performing/high potential finance analyst with
“career runway”. Suffers from low personal morale,
lack of engagement, is highly anxious about where
they stand and is threatening to leave. Would be a
highly regrettable loss. Boss keeps telling them they
are “doing a great j ob.”
• Performance & contribution of a peer level and
project team member is starting to slide and must be
addressed before serious problems emerge. Because
you work closely with this person, your gut tells you
something is up but you are not sure….

9. Sample Training Outline
• 2-3 hours, live is ideal, prework=come to workshop with 1-2 cases, or conduct a short pre session survey
1) Introduction: 3 P’s statement and attendees
2) Take-away’s and concerns exercise (small groups). Refer to body and conclusion of session
3) Formally intro topic and purpose of conducting effective one-on-one’s (improve performance, develop
talent)
4) Discuss highlights of research and benefits of effective one-on-one’s
5) Discuss essential principles of effective one-on-one’s (slides 5 & 6—I can provide more details)
6) Assessing Readiness and willingness for coaching one-on-one’s
7) Present & discuss one-on-one Constructive Coaching Model
8) Optional coaching video clips and briefing
9) Cases discussion (small team role play exercise & briefing: coaching oppty/problems; recommended actions, expected
benefits; three persons rotating per role play: coach, employee, and observer
10) Coaching tools (brief slides or handouts of tools— uses, benefits) can also provide electronically
11) Development planning for back-home application to include action partner
12) Wrap-up & conclude
• Workshop goals (3 P’s statement)
• Small team key take-away’s
• Participant specific and public commitments to improve their coaching effectiveness
OPTIONAL POST-WORKSHOP 1:1 COACHING SESSIONS

10. Contact Information
• Thanks for your time. I’ve enjoyed working with you!
• Safe travels home
• Call, text, or email any time:
Dave Knibbe, Ph.D. | 203.417.4957 |
daveknibbe1119@icloud.com