I come from a family in which forgiveness abounds but apologies are much less common. In fact, my younger brother owns and proudly wears a t-shirt that says “I MAY BE WRONG BUT I DOUBT IT...” (Just for the record, that doesn’t even come close to an apology.)
Conflict exists. There’s no getting around that fact. People frequently turn to their manager to referee. In fact, research from The Ken Blanchard Companies suggests 64% of people wish they could talk about problems with colleagues “often” or “all the time” in one-on-one conversations with their managers. When they get asked to mediate conflict, managers can make things better…or worse.
For some managers, navigating one-on-one relationships with direct reports may feel like a tricky needle to thread. You get all kinds of advice with a common theme that has something to do with “a line” and where you should draw it.
The most important and powerful meetings are one on one. Nothing can accelerate the quality of a manager’s relationships with team members faster than one-on-one time. Here are a few statistics to consider:
- Although 89% of people want to meet with their managers one on one at least once per month, only 73% actually do. (source: Ken Blanchard Companies)
The power of making people significant may be most obvious in instances where that kind of significance is absent. If articles circulating on LinkedIn and other social media are any indication, feeling significant is hitting a nerve that translates directly to employee engagement and retention.