Share any new developments with the business/product that the PR team may not be aware of.
Coverage
Pending
Live
Pending
In Consideration
Submitted
What’s still open and what’s completed?
Call out the story in the data: What is the customer effort/agent effort?
What did we learn that we can act on today?
How are we contributing to our quarterly goals?
Track progress on metrics, goals vs. actual. Where are we off from the plan? Why?
Share key updates and provide a “State of the Union.”
Keep everyone up to date, look for efficiencies, and help each other get unblocked.
Recent wins
Current priorities
Anything you are stuck on?
Recent wins
Current priorities
Anything you are stuck on?
Improve your long-term business results through an interactive learning or team-building experience.
Chose one challenge or area of priority.
What's new in your world?
I'm feeling good about...
I'm stuck on...
Include any additional discussion items
I'm committing to...
Jot any items deemed urgent, critical & or need to be addressed/discussed asap rocky (outstanding items, system bugs, etc.)
💬 Notes: Insert any additional notes on the above updates
Share a small/big win or TIL moment that we've recently had (ex. Feedback, unknown functionality, etc — literally anything to rejuvenate us)
Person #1:
Person #2:
Add a task on the right to log each action item, then push directly to the Trello board
Set expectations and align on near-term priorities for the week ahead.
Where are we in relation to our goals/plan? Reiterate top priorities to reinforce focus.
Review recent successes or failures to guide future work.
How is x, y, and/or z task going? Offer guidance on work in progress.
Review new, relevant information.
Outline the objectives of the session.
Review actions and learning from or since the last session (if applicable).
What questions or issues keep coming up? Figure out what to do to avoid—or mitigate the impact of—persistent issues.
What do you need to do to continue growing and discovering? i.e. developing skills, changing your approach, etc.
What can we do to make these sessions more valuable? Provide feedback both ways, mentee to mentor and mentor to mentee.
When is our next one-on-one check-in? Summarize any action items arising from the one-on-one.
What are you proud of from this past week?
What do we need to discuss in more detail?
Where do you need my input? What decisions should we make in this meeting?
How are you tracking on personal development and goals?
Let’s put these topics on hold for a future sync
Where do you see your career going in the short/long-term?
Where do the organization’s mandates most closely align with your career goals? Discuss how [the direct report’s] job function fits into organizational goals.
Brainstorm measurable, meaningful short and long-term career goals
Brainstorm measurable, meaningful short and long-term goals to create stepping stones towards achieving specific organizational mandates.
Do we need solo time to build on this? Should we review our goals again? When will we connect again to measure progress?
Start with an open-ended question. What has got you excited at work?
How is _____ going? Discuss long-term initiatives.
Tell me about some recent successes? (AND/OR) What projects have we wrapped up successfully recently? Highlight shorter term wins.
What have you learned over the past 1 - 3 months? Highlight learnings.
What is slowing you down, making your job less enjoyable, or preventing you from achieving your career goals? How can we fix that?
Plan to remove specific roadblocks and create action items.
How can we improve our working relationship? What could I (the manager) do better?
Open discussion. What’s been keeping you up at night? What do you want more of?
Wrap up and follow up. When’s our next one-on-one?
Start with an open-ended question. How was last week? What’s been working well for you lately?
What have we accomplished since our last meeting? Note progress on important initiatives.
How can we be better? Highlight lessons learned from the previous week.
What (if anything) is stopping—or slowing down—your progress? How can we remove that roadblock? What support do you need?
Plan to remove specific roadblocks and create action items.
How are we doing? How can we work together more effectively?
Provide time for open discussion. Is there anything else you want to talk about?
Should we schedule another one-on-one? Review any action items arising from the one-on-one.
Start with a light, open-ended question. What’s been keeping you busy?
What milestones have we hit since our last check-in? Note progress on important initiatives and emphasize takeaways.
What’s stopping you from being more productive? How can management help you be more productive?
Plan to remove specific inefficiencies or roadblocks. Create action items.
What are we doing well? What can we do better? Discuss ways to create value for manager, employee, and the organization.
Provide space for open discussion. What’s got you excited? Worried? Annoyed?
When is our next one-on-one check-in? Summarize any action items arising from the one-on-one.
Review sales targets and performance goals against actual performance. Contextualize the numbers. Review your position in the competitive landscape—are we where we want to be?
What’s working? Can/should we invest more in what’s working?
What’s not working? Should we change course? What needs to happen to make it work? (i.e. more resources, alternate organizational structure, etc.)
What new market opportunities have us excited? How can we capitalize?
What new sales and marketing campaigns are coming up? Do we have the proper resources in place to execute on these initiatives?
Provide time for open discussion. Is there anything else you want to talk about?
Should we schedule another one-on-one?
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Start with an open-ended question. How was last week? What’s been working well for you lately?
What have we accomplished since our last meeting? Note progress on important accounts or sales targets.
Are you facing any specific problems? How can we solve them? What support do you need? Problem-solve specific situations and create action items.
How are we doing? Are we headed in the right direction? How can we (SDR and/or Sales Leader) be better?
Are we supporting your personal and professional goals? If not, how can we?
Provide time for open discussion. Is there anything else you want to talk about?
How will we keep in touch and stay up-to-date about progress? Should we schedule another one-on-one?
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A skip one-on-one meeting is a meeting with managers or senior leaders in the company with those who are in junior positions. It is important not to have the meeting with a direct report in order to get honest and accurate feedback. To be truly effective you must create an environment in which the employee feels comfortable. Ideally, the manager should have a relationship with the individual being interviewed. Remember these sessions are about listening and learning from different perspectives in the organizations.
Managers should come armed with questions about the business based on data they’ve reviewed in advance — both qualitative and quantitative.
Here are some questions you might want to ask in your one-on-ones: