7 Questions To Ask Your Employees In 121 Meetings

121 meetings sound like a dream for both employers and their staff. A time where honest conversations are had, moving forward to a common goal of professional growth.

But the reality? Well, usually they’re routine, boring, and often useless ways to fill up the calendar. Why? Because the questions that are being asked simply aren’t good enough.

Your initial goal for 121’s were probably genuine: To discuss employee progression, ambition, and general satisfaction with work. And if you really want to change, you would’ve considered the trust that can be built through candid conversations (with only 58% of people trusting strangers more than their own boss… this is key - Forbes)

If you’re a manager who’s looking to create a genuine performance management strategy, 121’s are a crucial part of this.

121’s help you:

• Build relationships with your employees

• Have candid conversations about their progress

• Make necessary changes

• See the culture and the job through their eyes

Here are 10 questions to ask your employees in 121’s.

How are you?

Not only is it a great conversation starter – it gives you a chance to learn more about your employee.

It can be tempting to go straight into business – and sometimes that can be necessary – but a simple “how are you?” can really open up the conversation.

Maybe they went to the cinema on the weekend, and you also wanted to watch that film, or they just got a new puppy, and you have one at home, chatting about these sorts of things can help employees feel comfortable around you and helps them to see you as a person – not just a boss.

What are your short and long-term goals?

These are key pieces of information for every manager to know about each employee. In the back of your mind, you should be thinking about how you can ensure those goals are fulfilled, not just in general, but in your company.

Whether that’s mastering a skill, being promoted, specialising in a certain area, or earning a certain amount of money.

You want to see the level of each employee’s ambition, and also support them to dream big and break goals into smaller ones.

And although you’re not saying it, employees will see this question as “we care about your career”.

What do you need from me to get there?

You might already have ideas in mind, or even a structured progression plan in place – but learning what each person feels they need will be a huge help.

Not just to see their learning styles, and how to adjust your approach with each person, but also to give them the ability to truly think practically about how they’d like to improve and take initiative with their career.

And again, although you’re not saying it, employees will appreciate this greatly, because it shows you’re not just letting them dream about the future, but you want to be a key part in helping them achieve it.

Is there anything you’ve been struggling with?

Regardless of whether this is a weekly, monthly, quarterly, or yearly catchup – this question should always be asked.

Sometimes employees won’t be vocal about problems they’re having, or maybe you’ve identified it and you want to allow them to speak about it candidly.

Sugar-coating won’t help them, you, or your relationship. Give them the space, to be honest about parts of the job they find difficult so you can come up with a plan.

Do you feel supported with those things?

Or, "do you feel comfortable with speaking to us about any issues you have?"

Maybe the issue is completely to do with their skillset and nothing to do with any communication or process issue, but that doesn’t mean it’s nothing to do with you.

As a manager, you have the responsibility to understand each person’s hurdles, and even if you can’t help them get over them – you can let them know you’re cheering them on. And if it is to do with you – hear them out. You might not get it straight away but be open enough to hear their suggestions and if a further conversation is needed – whether with them or with other managers – be proactive. 

You might even find that multiple members of the team have the same issue.

Do you have any recommendations on processes OR TRAINING we can improve on?

You want to maximise employees’ learning and efficiency as much as possible. It’s how they’re going to keep improving and excelling. But maybe you believe your processes and training sessions are perfect to ensure that. You’ll only know unless you ask the people who are using the processes and partaking in the sessions. 

Ask, and work with them to improve. You may hear great ideas that you never thought of before.

Is there any way I can improve communication or deliver feedback?

No one’s perfect, and pretending like you are won’t make you a good manager. We all slip up and say things the wrong way.

You don’t want employees to build animosity towards you over something you might not have even noticed as a problem. Giving them that space, to be honest about anything they’re upset or confused about is crucial.

- Written by Oliver Howson

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