There are three (3) roadblocks that will ALWAYS prevent your cannabis business from success. What’s worse is, these problems tend to rear their ugly head when life gets complicated – like, say, from issues that are always stemming from government compliance requirements…
[Download: The Perfect 1:1 Meeting Worksheet]
Three (3) scaling roadblocks in your cannabis business are:
- Lack of Results: No doubt, you’ve experienced that feeling where you think “you know, things should be moving faster.” You’re talking with colleagues who are seeing results, but with your team, you’re still trying to figure out why projects aren’t done on time or issues in your cannabis business.
- Misalignment: The most dangerous issue you are up against is misalignment: with compensation, expectations, projects, prioritization, and even what success looks like. These misalignments in your cannabis business cause hiccups in production, and sometimes team members’ attitudes.
- Poor Communication: If someone does not feel heard by leadership, or does not know what’s going on every day, then they cannot drive results in your cannabis business that make an impact.
Period. These problems wreak havoc on your business when operating in the cannabis industry, both internally and externally. They prevent your teams from functioning properly… they cause your team members to feel frustrated and burnt out… then this causes turnover they quit their employment…
And they create an invisible barrier between your cannabis business and your goals. So, what’s the best way to nip these problems in the bud? By having weekly one-on-one’s in your cannabis business.
Right now, given the state of the world, you have to be in constant communication with your teams. You have to over-communication and you have to make sure that everyone is on the same page. Without clarity, you will be stuck spinning your wheels, going nowhere.
That’s why you need to advocate for a cascading communication model that works across every aspect of the business. And one of the most important aspects of that communication model is the weekly one-on-one.
These one-on-ones are important to your cannabis business because they:
- Strengthen relationships
- Keep managers in the know
- Help uncover (and prevent) issues
- Address growth opportunities or performance issues
Simply put, you’ll never know what’s going on in your cannabis business unless you talk to the people actually working in it. So, what should a successful one-on-one look like in your cannabis business?
How To Run A One-On-One
We’re going to go over the structure, frequency, and best practices for running your one-on-one. We’ll also review the Perfect 1:1 Worksheet – a sheet you should use at every meeting to make sure you are documenting what’s discussed.
Let’s start with the easy stuff first… how often should you have a one-on-one? Every week. Yup, that’s it. Remember, constant over-communication is the goal of your cannabis business.
What should you cover in your one-on-one? We’ve made this easy for you! The Perfect 1:1 Worksheet has everything you need to cover. Let’s review each section in the worksheet now…
[Click Here to Download: The Perfect 1:1 Meeting Worksheet]
Name & Date Section
This is for recordkeeping in your cannabis business. For you to use the empty space to jot down anything that jumps out that don’t have a place for. It’s a good place to provide context into how your team member is feeling, and what viewpoint they are seeing through when having your one-on-one.
For example, if you know they are having a really hard time personally, or there’s a big life event going on, you’ll jot it down in this section. You want to note these things because they will help inform why someone is giving the responses they are and help give you insight into how they are doing.
Questions to ask in this section include:
- “What’s on your mind?”
- “What’s going on in your world?”
- “How was last week?”
- “How are you feeling?”
- “Are you excited about anything coming up?”
- “How are you? How’s life outside work?”
“Big 3” & Key Performance Indicators (KPI’s) Section
This section is all about the three (3) things they’re working on right now – their top three (3) priorities. Again, you need to make sure there are alignment and clarity about projects and intended results. While it’s great to have a “therapy session” talk with your teammates when they need it, you have to remember that there is a bit of a transactional relationship between you and your team.
You are their employer. So, at the end of the day, you should always be tying the conversation back to the job that needs to be done, and the expectations you have. This is your team member’s time, but it needs to be based in and around the success of the role that they currently occupy. For each of the three (3) projects, you’re going to get your team to identify the projects they have, and rate them:
- Green: Going Well
- Yellow: Running Behind
- Red: There Are Problems
The rating system will help you set expectations and identify and discuss any roadblocks that they have in your cannabis business, here are some great questions to ask during this section:
- “What about this week? What are your plans and priorities?”
- “What were your wins last week?”
- “How are your big 3 looking?”
We’ve added this section over the past six (6) months, and it’s had the biggest impact on improving alignment in your cannabis business. You’ll find that there are only three (3) aspects that matter in your business when “grading” an employee on a weekly basis: attitude, effort, and effectiveness.
In this section, you rate their performance over the last week on these areas, and then you’ll ask them to rate their performance as well. Then you talk about it – especially if those two (2) ratings are off. If you know you have an employee that shows up with a great attitude, puts forth a great effort, and isn’t effective, it’s not a team member problem… it is a problem that YOU need to fix in your business…
Usually, it means there that there’s either a strategy problem, a systems problem, or a throughput problem like a lack of resources. As you can see, by knowing these three (3) aspects, you can begin to diagnose where the source of some problems may be. This is how you prevent business misalignment.
Questions to ask in this section:
- “How would you rate your attitude last week?”
- “How would you rate your effort last week?”
- “How would you rate your effectiveness last week?”
- “Do you have what you need to do your job?”
- “Do you need any help/tools/resources?”
The Mood/Confidence/Workload/Stress Sections
This section is all about context. You’re looking for context and eventually, as you start to have more one-on-ones in your cannabis business, you can start to plot the trend line once you collect this data.
- Right, so what is their overall mood?
- What is their confidence level?
- And then what does their workload and their stress look like?
You ask each team member to rate each section on a scale from “Terrible” to “Great,” and then you talk about the ratings. These identifiers are great leading and/or lagging indicators for results. So, if someone is showing up with a poor mood, or super stressed out, chances are they aren’t as successful or focused as they could be… so what impact does this having on your cannabis business?
That means they probably aren’t finishing their “Big 3’s” or meeting their Key Performance Indicators (KPI’s). Or worse, they are doing those things, but they’re pissed off and about to hit burnout. So, these sections are all about looking to get ahead of some potential roadblocks, and a great opportunity to practice empathy and invest in your team member’s wellbeing and happiness.
Questions to ask in this section:
- “What’s your general mood?”
- “How’s your confidence level?”
- “How’s your workload and stress level feeling?”
- “Are you happy working here?”
- “What’s one thing that worked and one thing that didn’t last week?”
- “Anything you want to vent about?”
Opportunities/Ideas and Threats/Needs Sections
These sections are primarily for notes. When you’re asking some of the questions, often a team member will come up with a great idea, and just passively say it. Or they’ll identify something that’s a threat whether they realize it or not. So, these are areas for you to jot down notes and things that may end up as action items or just things to look for… here are some questions to ask in this section:
- “What’s the #1 problem with our cannabis business? Why?”
- “What don’t you like about the product?”
- “Is there anything we’re doing that we should stop?”
- “Who’s really kicking ass at the cannabis business?”
- “Who do you admire?”
- “Is there anyone you’re worried about?”
Follow-Up & Action Items Sections
As a leader, one of the more important jobs you have is to hold people accountable, right? Well, coaching and accountability go hand in hand. That’s why each one-on-one ends with a review of the previous week’s action items and an updated list of action items moving forward.
So, when you go and get ready to do a one-on-one, first look at last week’s sheets and go over those action items to make sure that they’re present for this weeks’ meeting. These action items are critical for keeping a high commitment and follow-through in your cannabis business.
It’s a big deal if someone isn’t effective and they’re not doing what they’re agreeing to do. If that’s the case, there’s a really good conversation you need to have to ensure that team member is able to follow through on the commitments they made in meetings and the accountability bullets for their job role.
Once you’ve finished talking through action items, there are a few questions you’ll like to end every one-on-one with. These are feedback questions for you (their leader), but these questions are sometimes hard to ask, and even harder to listen to, but they are essential to creating trust and honesty between you and your team members that are needed in your cannabis business.
- “If you were me, what changes would you make?”
- “Do you have any feedback for me?”
- “How can I best help and support you this week?”
That’s everything you should cover in a weekly one-on-one.
One-On-One Best Practices
Now that you know how to run through a one-on-one, let’s cover some best practices to implement in your business.
- Everyone in your cannabis business should have one-on-ones. The managers should have weekly one-on-one with their direct reports, as well as with their leader. The executive team should be having one-on-one’s together as well. You have to model what you expect from your team.
- Your documentation should be available for your teammate to see it if they ask. Transparency is vital to keeping one-on-ones a safe, trustworthy process. There should be no surprises or unexpected information on those sheets when store records in your cannabis business.
- You have to meet every week in the beginning. Look, leadership is hard and time-consuming. But it’s worth the investment. If after a few months you have built up a relationship of trust, these meetings can become open door “office hour” type meetings. But the foundation for success has to be set for your team members to feel comfortable reaching out to you about issues they’re having.
One-on-ones are an indispensable tool you can use in your cannabis business immediately to…
- Get to know your team members in your cannabis business
- Uncover opportunities for growth and problem-solving
- Give a clear picture of how your cannabis business operates
So, download the Perfect 1:1 Worksheet and stop the three (3) scaling roadblocks in their tracks.
[Click Here to Download: The Perfect 1:1 Meeting Worksheet]
Let us know what you think.