Several years ago, The Ken Blanchard Companies conducted a test on the effectiveness of regular one-on-one meetings between managers and their direct reports to improve perceptions of managerial effectiveness.
Managers met with their direct reports every two-weeks to discuss issues that the direct report wanted to discuss. At the end of six months, surveys were conducted to see if the more frequent meetings impacted perceptions.
They did, but the results were mixed.
The leaders in charge of the managers who were being studied noticed a positive change in the performance of the managers and the people who reported to them. From the senior leader’s perspective, more frequent conversations were having a positive impact on performance and morale.
The managers who were being observed had the opposite reaction. They scored themselves lower than they had before the experiment. The managers felt ill-prepared and somewhat ineffective in trying to solve many of…
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