How to conduct one-on-one meetings between managers and employees?

Editor's note: The author Benhorowitz is the co-founder of Andreessen Horowitz, a famous venture capital institution. He has invested in more than 90 companies, including Groupon, Skype, Zynga, Foursquare and Facebook.

Jackson Lee once said: "Horowitz's blog is definitely a place that attracts the attention of many laymen." When people read his blog, they feel like they have a place in Silicon Valley. "And this article is a good text from its blog."

I've written before, "Do you know why I came to work at the company", and then many of the readers asked me to teach me how to have a one-on-one conversation between the manager and the staff.

Perhaps the most important responsibility of a company CEO is to act as a bridge between the company's management and its subordinates, including organized plans, meetings, issues, emails, communication with yammer social software, and one-on-one meetings between managers and subordinates. If the company lacks the necessary communication, it will involve whether the company is a place where employees want to go to work, so a good one-on-one council can produce excellent information and ideological mechanism to promote the growth of the company.

Generally speaking, it's bad to have a one-on-one meeting because of the nausea of one-on-one meeting experience, the key to a good one-on-one meeting is to understand that this is an employee-centric meeting, not a manager-centric meeting, an arbitrary form of meeting, not a conference report, so abandon your stinking shelves first.

From an employee's point of view, in a collective meeting, the managers are spitting, and you're like a fool down there. How can you say you only heard 20%? How dare you say that working with an unrelated co-worker makes you uncomfortable? How do you express your unique love for the job? Write an extra report? Send an e-mail? Tell him with Yammer? There is no doubt that one-on-one conversation is the most appropriate way!

If you have a habit of preparing your agenda and have a schedule in place for a specific period of time, if they feel that there is nothing to talk about this week or this month, they can take the initiative to cancel the agenda, indicating that the initiative is in the hands of the employees and that they can control the conversation time. During the meeting, the manager should spend 10% of his time talking and 90% of the time to listen, which is exactly the opposite of the usual one-to-many meeting.

The manager should help the staff to refine 9 key questions during the conversation. In the face of the more introverted staff, the more necessary. If you are in charge of an engineer, you will find out how much the problem has worked out.

Now I've summed up the issues that are very important in one-on-one meetings:

1. What should we do if we improve in any way?

2. No in our organization. 1 What's the problem?

3. What's not happy about working here?

4. Who is pulling the company's hind legs? Who do you admire most?

5. If you were me, what would you change?

6. What do you think is wrong with the product?

7. What are the most important opportunities we have missed recently?

8. What do we do, what should we do?

9. Are you happy working here?

In the end, the most important thing is what is the best idea? What is the biggest problem? How will you handle the discomfort at work?