Abstract
Unlike technical meetings on AOS, cost and quality, one on one meetings are about creating personal communication, openness trust and accountability. Personal accountability in one on ones meetings evolves due to the nature of the discussed subjects as employee performances and development. One on one meetings needs good preparations of the subjects with thinking on several cycles of questions and answers. We need to create safe and open atmosphere in our one on one meetings, through practicing focused, active and emphatic listening.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsReferences
Boyatzis, E. R., & McKee, A. (2005). Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope, and compassion. Boston, MA: HBS press.
Covey, S. (1996). The seven habits of highly effective people. Tel Aviv: Oram.
Segal, S., & Horne, H. (1997). Human dynamics: A new framework for understanding people and realizing the potential in our organizations. Mississauga: Pegasus.
Whitworth, L., Kimsey-House, H., & Sandahl, P. (2006). Co-active coaching. Mountain View, CA: Davies-Black Publishing.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2016 Springer International Publishing Switzerland
About this chapter
Cite this chapter
Issar, G., Navon, L.R. (2016). One on One Meeting. In: Operational Excellence. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-20699-8_24
Download citation
DOI: https://doi.org/10.1007/978-3-319-20699-8_24
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-20698-1
Online ISBN: 978-3-319-20699-8
eBook Packages: Business and ManagementBusiness and Management (R0)