Page 21 - Demo

SEAD, we set out to reimagine the way one-onones were conducted so that they would improve manager relations and team dynamics. We tested two alternative approaches for one-on-ones against a control group, with both adopting simplified guidance for managers alongside a coaching-style approach. In the first, we asked managers to hand control of the conversation to their employees, encouraging them to express what was important to them and where they needed support. In the second, we asked managers to help make their employees%u2019 lives simpler, by focusing the one-on-one discussion on how to remove barriers, distractions, and blocks to making their most valuable contribution.In collaboration with a team from LMU Munich and INSEAD, we set out to reimagine the way one-on-ones were conducted so that they would improve manager relations and team dynamics. We tested two alternative conversation guides for one-onones against a control group, with both adopting a coaching-style approach. In the first, we asked managers to hand control of the conversation to their employees, encouraging them to express what was important to them and where they needed support. In the second, we asked managers to help make their employees%u2019 lives simpler, by focusing the discussion on how to remove the barriers and distractions that were keeping them from making their most valuable contribution.We randomly allocated our new guides across roughly 1,000 teams within Sandoz and measured the effect on team dynamics. The impact was wide-reaching, with the main effects arising from the one-on-on conversation led by the employee rather than the manager. Compared to the control group, the teams that received this guide reported a 12% increase in feelings of psychological safety, a 15% increase in viewing their managers as role models, and a 21% increase in positive perceptions of their career development. And remember: This effect did not arise from a new, time-intensive