Why Project Managers Should Have More 1–1s (& How to Structure Them)

Honestly, I don’t know if it’s best practice or not, but I’ve found 1–1’s with members of my project team to be invaluable.

Many of you out there might be thinking that this takes up too much time.

Or maybe that these people have line manager’s to have 1–1’s with.

Well the truth is, your team members are working on your project.

Taking the time to speak with them regularly can not only help your relationship, but also uncover some unknown issues you weren’t aware of otherwise which can allow you to get them under control before they impact the project.

As much as we like to encourage an open line of communication between the team, some people just don’t feel comfortable talking about their problems in front of a group.

Or maybe they just don’t feel comfortable telling you yet.

In the past few months, I’ve tried to make an effort to have 1–1’s with each of my direct team members.

Here’s a few rules for these that I’ve found to help a lot.

Rule #1: Keep them short and semi-frequent

You don’t have to have 30 minutes with everyone every week.

15 minutes every 2–4 weeks can be a great start.

It’s long enough for you to have a meaningful conversation but short enough that it’s convenient for everyone.

Rule #2: Make it about them

The key to a successful 1–1 isn’t for you to get an update on whatever tasks they have.

This is not time for them to help you. Quite the opposite. It’s how you can help them.

Your goal should be to understand how they’re feeling about the project and to get an insight into any concerns they might have.

An easy way to structure this meeting is by using 3 key questions:

1. How happy are you about how things are going on the project?
2. Are you being as productive as you’d like? Is there anything taking up too much of your time?
3. Is there anything that I or the team can be doing better?

By the end of these questions you’ll have a clear temperature check from your colleague and also an idea around some potential cracks that need to be filled.

Rule #3: Take notes and action

Most of the time, your team members will appreciate this time; it shows that you care about them as a person, not just the project.

But this isn’t enough. You need to actually care.

This means taking notes, but more importantly, taking action.

If they tell you about a concern with another team member — address it.

If they mention that too much time is being spent in meetings — make a point of reducing the duration and frequency.

This is the the most important rule because it’s the one that actually delivers results; both in the short and long-term.

Short-term, the direct issues raised get sorted and the team works better.

Long-term, your team is happier to work alongside you which increases productivity. Their trust in you rises, increasing the chances that they’ll tell you their problems sooner. Both of these is critical to a successful and enjoyable project environment.

Considering we all likely waste more than 15 minutes a day on meaningless tasks, I’d say spending that time talking to your team is a much better alternative.

What do you think?

Thanks for reading!