The need for efficient communication—not just with your staff but also with your investors, board members, vendors, and partners—is one of the most underappreciated issues in entrepreneurship.
People’s imaginations instinctively gravitate to a worst-case scenario when an announcement is given with little explanation, when a recurring occurrence stops happening, or when someone stops being as present or engaged.
Because the appropriate quantity of information was not provided directly, they begin to make assumptions and jump to conclusions.
The lack of information is virtually always due to a lack of time when you’re a founder. You get so overburdened with business difficulties that you believe no one will notice if you miss three check-in meetings in a row or neglect to send a status email to your staff.
What happens then is that you start letting folks draw their judgments. And whatever time you think you saved by not overcommunicating will be wasted later answering a barrage of inquiries and clarifying the situation, which is why it’s preferable to overcommunicate from the start.
Develop a sense of trust.
Having a designated time to discuss matters significant to the employee aids in creating a psychologically safe environment in which trust may be made.
You’re eroding rather than building trust and confidence if you don’t meet with your subordinates regularly.
Establish a dependable communication structure.
Regularly scheduled one-on-ones give a framework for keeping each other informed about vital information and eliminate the need for interruptions throughout the week.
Make time for strategic planning.
Too much communication between managers and employees focuses on urgent, tactical issues, and not enough time is spent on strategic issues.
Regular one-on-one sessions provide devoted time and space for strategic thinking.
Create a system of accountability.
One-on-one meetings are critical for holding people accountable for positive and productive results.
Make ongoing performance discussions a priority.
Most managers are aware that they should give their employees more praise and recognition, but the ideal time rarely comes.
And while most companies realise that performance evaluation should be given more frequently than once a year, many are still struggling to do so.
One-on-ones are an excellent way to praise workers for their hard work, growth, and achievements regularly and provide timely corrective feedback when necessary.
Reduce the chance of something terrible happening.
Regular one-on-one sessions keep supervisors informed and limit the likelihood of significant blunders.
Weekly meetings allow for immediate corrections as well as the rapid dissemination of good ideas.
In summary, one-on-one meetings are essential for individuals in leadership positions to guarantee that the work is done well and that the person conducting the task is doing well.