Glad We Met audiobook cover - The Art and Science of 1:1 Meetings

Glad We Met

The Art and Science of 1:1 Meetings

Steven G. Rogelberg

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Categories:
Management & LeadershipCorporate CultureCareer & SuccessCommunication Skills

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Glad We Met
The Power of 1:1s+
Blueprint & Logistics+
Mastering the Conversation+
Maintaining Momentum+
Beating Meeting Overload+
Optimizing General Meetings+

Quiz — Test Your Understanding

Question 1 of 7
According to the text, what is a primary advantage of 1:1 meetings over group settings and impromptu conversations?
  • A. They allow managers to quickly disseminate company-wide policy changes.
  • B. They offer personalized, undivided attention to an employee's needs and goals.
  • C. They eliminate the need for annual performance reviews entirely.
  • D. They provide a formalized setting strictly for disciplinary actions.
Question 2 of 7
What does the text recommend regarding the frequency and structure of 1:1 meetings?
  • A. They should be held strictly on a weekly basis to maintain close oversight.
  • B. They should only occur when an employee requests help with a specific roadblock.
  • C. They should be synchronized with the specific needs of the individual and the team.
  • D. They should follow a standardized corporate template applied equally across all departments.
Question 3 of 7
How should the agenda for a 1:1 meeting be determined to ensure shared ownership?
  • A. The manager should prepare a rigid agenda to ensure all company goals are covered.
  • B. The employee should dictate the entire meeting since it is about their personal development.
  • C. Human Resources should provide a monthly topic list for managers to follow.
  • D. Both the leader and the team member should actively contribute to shaping the conversation.
Question 4 of 7
The text identifies 'twin pillars' that are essential for mastering the 1:1 conversation. What are they?
  • A. Active listening and empathy
  • B. Strict scheduling and documentation
  • C. Constructive criticism and goal tracking
  • D. Vulnerability and casual settings
Question 5 of 7
How can a manager best ensure that the momentum of a 1:1 meeting continues after it ends?
  • A. By immediately scheduling the next meeting while the employee is still present in the room.
  • B. By sending a summary email that defines action items, timelines, and uses shared digital tools.
  • C. By reporting the employee's progress to the rest of the team during the next general meeting.
  • D. By assigning the employee extra tasks to test their commitment to the discussed goals.
Question 6 of 7
What is a 'skip-level meeting,' and why does it require tact and transparency to implement successfully?
  • A. A meeting where an employee skips their manager to speak directly with the CEO; it requires tact to avoid HR violations.
  • B. A meeting between a manager and their direct reports' underlings; it requires transparency so it isn't seen as an attempt to avoid standard company rules.
  • C. A meeting where non-essential agenda items are skipped; it requires tact to ensure no one feels their input was ignored.
  • D. A meeting held outside of normal working hours; it requires transparency to ensure employees are properly compensated.
Question 7 of 7
How does the text suggest applying Parkinson's Law to improve general meetings?
  • A. By expanding the meeting time to ensure every voice is heard, regardless of the topic.
  • B. By inviting fewer people so that the meeting naturally finishes faster.
  • C. By reducing the allotted time for the meeting, which encourages participants to focus and act more quickly.
  • D. By scheduling meetings only in the afternoon when employees are statistically more productive.

Glad We Met — Full Chapter Overview

Glad We Met Summary & Overview

Glad We Met (2023) examines the transformative power of one-on-one meetings. This insightful exploration reveals why these meetings are not just a managerial duty but a cornerstone of effective leadership and team development. Learn to master the balance among productivity, relationship-building, and employee growth.

Who Should Listen to Glad We Met?

  • The emerging leader
  • Experienced executives
  • The HR professional

About the Author: Steven G. Rogelberg

Steven G. Rogelberg is a professor at the University of North Carolina who specializes in organizational science, management, and psychology. He is known for his extensive research, which focuses on team performance, leadership, and employee well-being. His past works include The Surprising Science of Meetings.

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