I get the concept of "one on ones" with the goal of building relationships with your directs.

My problem is that I have a new sales person and I have the following tasks I need to get together with him and wondered if these tasks should be included in on a one on one or another time set aside.  Some of these can take a while to get through especially for a new employee. 

Following up on the deliverables I have set for out for him.
Reviewing their pipeline of sales activities. (this can take a while)
Coaching and training (getting together and making calls, etc)

So we open up with giving them 10 minutes.  Not sure I can cover the rest in the other 10. Any suggestions and structure would be very helpful.








acao162's picture

I would prefer to do it in 2 meetings.  I save the O3s for relationship building & check-in "Where are you on this?  Questions on that?  Can I help you achieve a goal?"  Keep the focus on the direct.

I do coaching (and training) in a seperate meeting (bi-weekly, 30 minutes max) because now I want to go over what is/isn't working.  A review of the previous 2 weeks of work & often adding a new "problem" for the direct to work on.

For example, currently I am trying to get an underperforming DR to write better GL descriptions when she does payables.  We review examples of the good, bad and truly heinous.  This week, I added a new item to work on - stop over-commiting the organization to customers in an attempt to be helpful.  We reviewed 2 specific instances, talked about how she could improve & the consequences of her current behaviour.  Focusing on too many "poor performance" items at once means nothing gets improved.  I started with behaviour that should be simple to improve (to build confidence) and am working towards the most frustrating behaviours.

The point is, in her O3s, we don't talk about GL descriptions.

SamBeroz's picture

I wouldn't limit deliverable follow-ups to O3s.  I ask for a weekly update for long running tasks just to maintain forward progress.  But a lot can get done in less then a week and if something is expected to completed in two days I want to hear about it then.  I've found that including the reporting for the completion of a deliverable as part of the task itself frees me from having to chase people down.

Any chance you can streamline the sales review with some pre-meeting prep?  When I have a good deal of material to share I try to email it ahead of time so that we can use the meeting time to review specific areas.

Hope this helps. - Sam