1on1 MEETING TOOLBOX - A New Blog Series with Dialogue Tips and Tricks of Professional Mentor Hara "Coming Soon! "
A professional mentor, Hara will introduce 1on1 tips and tricks one by one.
"1on1 Meeting Tool Box" The new series is scheduled to start in the latter half of April. Perseverance is required to produce continuous results.
Let's practice on-site while continuing the "3 minute routine" (to read the article) together.
The tips and tricks presented in this series are necessary for the situation and relationships in the Japanese workplace.
English blogs are available up to 5 times (#1 - #5)
1on1 Meeting
Definition
Time and place for regular one-on-one dialogue between superiors and subordinates.
Purpose
・ Building a relationship of trust between superiors and subordinates
・ Growth as an individual of subordinates
Indispensable
・ Rapport (a relationship of trust built between the speaker and the listener) ・ Psychological safety
Why does Hara want to do the "1on1 Meeting Tool Box" series?
Currently, as a professional mentor for managers, the reason why I make interpersonal assistance is that there are individuals who are left behind because they cannot meet the different needs of each person in group training and workshops.
When I was a consultant for organizational change, while training project leaders / managers and promoting all projects, more than 60% of the teams were collapsed due to human relationship problems, and the goal was not achieved.
From these experiences, in order to solve business issues and continuously achieve the goals, it is necessary to build an organization that can maintain Psychological Safety by sharing problems with the time and place of dialogue under a relationship of trust with each person.
Therefore, it can be said that 1on1 plays an effective role. In an environment and policies that change rapidly, I plan to help leaders / managers who are extremely busy with normal work and management work to start 1on1 and make it easier to continue. , I decided to make a series to accompany.
Who is Hara trying to solve?
・ Managers practicing in the workplace where they are introduced
・ Managers who have not introduced it yet but want to avoid it
・ Managers who have not introduced it yet but feel the need
What kind of problem?
Managers practicing in the workplace where they are introduced (examples)
・ I have a habit of thinking and communication
・ I can't make Lapole easily
・ It's difficult to listen
・ I don't know what kind of question to ask
・ My subordinates don't really speak
・ The theme isn't decided
・ How to do it , I don't know how to proceed
・ I don't have an image of achievement
・ I can't deal with people
・ I'm not good at
・ How to deal with subordinates of the opposite sex or age difference
・ I can't really feel the benefits
Managers who have not introduced it yet but want to avoid it (examples)
・ Busy
・ Troublesome
・ No interest
・ I am not good at it
・ Negative image from past experience
・ I have no idea because I have never received it as a subordinate
A manager who has not introduced it yet but feels the need (examples)
・I want to start voluntarily immediately
・ I want to make it one of the powerful portable skills inside and outside the company.
How it works? How useful?
1on1 effect
(example)
・ Eliminate communication barriers
・ Build relationships of trust
・ Foster teamwork
・ Reduce misunderstandings in policies and decision-making
・ Improve frequency and quality of Ho-Ren-So
・ Transfer problem-solving know-how and skills
・ Long working hours Correction
・ Improvement of motivation
・ Independence
・ Reduction of dissatisfaction after evaluation assessment
・ Mental health prevention, management, response
・ Decrease in sudden resignation
・ Diversity
How can the "1on1 Meeting Toolbox" series be useful?
You can easily read many practical and powerful books / articles about 1on1 and training is becoming more popular. Perhaps because of differentiation, the more new books are published, the more various know-how and skills will be introduced. It seems that even professionals in interpersonal assistance cannot easily learn them.
It is important to increase a lot of skills, but first of all, understand the habits of your own communication and the habits of thinking that may hinder the formation of rapport and smooth communication in order to build the foundation, and correct it if necessary.
It is more efficient and effective to start with rapport.
1on1 is certainly effective, but it also requires patience, as in "Rome is not made in a day". If it does not continue, it will turn into blisters.
Each subordinate has different problems, personality, strengths / weaknesses, speed of growth, goals and dreams. Of course, there are individual differences, but in many cases it takes three months to build a solid relationship of trust even with mentoring.
For the unfamiliar 1on1, 3 to 6 months may not be a cozy time and place.
If you don't move your dialogue skills every day like muscles, your trained skills will degenerate.
・ Understand your own thoughts and communication habits
・ Forming rapport
・ Launch 1on1 and continue persistently
・ Tailor to each person
・ Practice skills daily
Here are some useful tips and tricks for the above 5 points.
In order to continue a successful dialogue journey with subordinates such as trail running, I will introduce the tips and tricks of "1on1 Meeting Toolbox" in a series while supporting.
Hope I can accompany you 😄
with all of my thanks and friendship
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