Process Conversations focus on alignment around HOW work gets accomplished. This is different from the typical conversations at work about WHAT needs doing. Often, HOW work will get done is rarely discussed. And if it is considered with any kind of intention, it’s usually considered by a leader in isolation, who believes that how the work is done should be a decision they make unilaterally.

Process Conversations are great opportunities for leaders to inspire others, generate buy-in, and drive engagement. AND they’re an access point through which to engage and inspire UP the chain of command as well.

Manager check-ins, one-on-ones, touchpoints… Whatever you may call them, they are the foundation of a strong manager-employee relationship and the lynchpin for supporting your employees in many ways. This 30-minute-or-so recurring meeting between manager and employee seems so simple that it’s often taken for granted and therefore underutilized. They are used as opportunities to get project updates or chat about anything, when they could be so much more supportive of the employee’s professional growth and development. More often than not, we hear about employees or managers who simply put them off, postpone them indefinitely, or end up using the time as status report opportunities rather than truly leveraging their power. 

It’s time to go back to the basics. Here are 4 things that go wrong with your manager check-ins and how to avoid them.