The Transformative Power Of Remote One-On-Ones

In an era where remote work is becoming the norm, the importance of effective communication cannot be overstated. One-on-one meetings have emerged as a quintessential cog in the machinery of seamless team management and employee engagement.

A well-structured one-on-one is akin to a bridge, connecting the two banks of leadership and team members and offering a crucial conduit for dialogue, feedback, and personal growth. Whether you are a seasoned manager or someone stepping into the shoes of a team lead, the alchemy of a productive one-on-one meeting can be transformative.

Remember, one-on-ones belong to the employee, not the boss. It’s the staffer’s opportunity to express concerns, connect with their manager and receive guidance. Here’s what we have found to be the best practices for effective and impactful remote one-on-ones.

Icebreaker: Using the first few minutes of the call to break the ice offers a moment to connect and set aside the stress of work. This might be as simple as asking about the weather, the day’s events, or employee’s daughter’s dance recital. This helps develop the relationship and build trust, allowing for more honesty and understanding. It also encourages the employee to feel comfortable discussing difficult subjects.

Review Work Done and Scheduled: The first item on the agenda should be a quick work update. What has the staffer completed, what are they working on, and what issues do they face? Our employees complete a simple report that tracks what they did last week, what they plan on doing next week, and any risks or blockers they face. This is a simple yet powerful tool to keep you in the loop and the employee accountable.

Some experts will tell you not to get into the work during one-on-one calls, but I tend to think it’s crucial for remote work, as assessing productivity for out-of-office employees is often difficult. Tracking this info gives the employee a chance to capture their accomplishments and build a history. You might even make these reports public to increase accountability and transparency.

Collaborative Journal: Virtira CEO Shane Spraggs, my Power of Remote co-author, has implemented these across our company. A privately shared document, our managers and employees use this best practice as a meeting journal. It should be updated throughout the week and reviewed and altered during calls, always reflecting recent achievements, next steps, issues to address, and more. Throughout the week, the journal also reduces diversions as non-critical items are moved to the journal rather than creating an interruption.

Track Career Progress: One-on-ones are for the employee, remember, so it’s important to ask about personal career goals and track progress. This can be discussed once a month rather than at every one-on-one call. We generally agree on one or two quarterly career goals and monitoring progress. Maybe it’s a skill they want to add or a productivity milestone. Just be sure they’re setting achievable goals and not tied to a deliverable they have little control over.

Make Video Optional: At Virtira, our policy is that video should never be mandatory, so if your employee would rather not turn on their camera, it’s important to respect that request. But particularly when it comes to one-on-ones, some people find it helps build an immediate connection and reduce feelings of isolation. For others, being on video increases anxiety, so the best option is for the employee to tell you what works.

Focus on Listening: Active listening is a key component in one-on-ones. Again, this is not the manager’s opportunity to share war stories — unless there’s a relevant lesson to be learned. Paraphrase their comments and avoid interrupting the employee. If you don’t understand something they’ve said, don’t just move on to the next point — ask for clarification.

Avoid Surprises​: Any issues with an employee should be dealt with in the moment rather than saved for the one-on-one. When there are issues, the one-on-one provides an opportunity to reflect and reinforce best practices. ​​This creates a safe space for openness and development and a regular meeting the employee will look forward to rather than dread.

Burnout Watch: The first responsibility of a manager is caring for their team. If a team member is not doing well — physically, emotionally, or mentally — sincerely ask them how they’re doing and keep an eye on how they respond. If they remain stoic, dig deeper with a personal observation. Avoid telling them how they’re feeling.

Their facial expressions and body language may reveal more than their words, as people rarely want to admit to being overly frustrated or burned out. Be sure not to dismiss their feelings or reason them away. Start by accepting their situation and empathizing, then ask if they know the source of their issue. If their responses suggest a more serious problem, such as depression or a major illness, let them know it’s your responsibility to tell HR to ensure the staffer receives the proper support.

Establish a Cadence That Works: For some managers in our organization, bi-weekly or monthly works. For most of the others, it’s weekly. Whatever the cadence, this regular interaction helps build the relationship by enabling the employee to provide consistent updates on a running story, such as an illness at home or tension with a colleague. At the same time, the manager can track the staffer’s mental and emotional health and identify new and persistent issues.

Finally, keep in mind that one-on-ones are not one-size-fits-all. Regularly ask your team what is working and what isn’t. Pay attention to their answers, be flexible and adapt. That’s often the best practice of all.