“How can we reinterpret our team members’ language in one fell swoop?”
Key Leadership Tools Chosen by Successful Global Companies

The Secret Weapon of the Zero-Turnover Team
From communication to performance, from individual to team
Everything You Need to Know About the "One-on-One" Strategy Leading a Growing "One Team"

'One-on-One', chosen as the innovation method by global big tech companies, is not just a simple meeting.
This is a leadership strategy that builds trust and provides psychological safety through one-on-one conversations with team members, thereby driving team performance.
《One-on-One, Creating One Team》 is a comprehensive collection of practical One-on-One secrets for team leaders who don't know how to start One-on-One, or for team leaders who have been running One-on-One but need more diverse and specific skills.
From the concept of One-on-One to communication methods for smooth conversation, questioning methods to find goals, and customized response methods for each team member type, it contains powerful One-on-One secret techniques that can be used immediately in the field.


The one-on-one techniques presented in “One-on-one to Create One Team” are methods that can be followed naturally and comfortably.
By using techniques such as listening, empathizing, and understanding your team members, as well as asking appropriate questions, you will notice a difference in your team members' attitudes and the team atmosphere.
These changes have a positive impact on team member growth and team performance, and also help strengthen the team leader's capabilities.
Team leaders who want to turn their team members into "growth-oriented team players" and create a "one-team" that produces results will be able to acquire effective one-on-one techniques through this book.

After sharing the effects and importance of Wononwon, it would be good to also talk about the rules and methods of Wononwon.
This is because employees who are new to OneOnOne will have many questions about how OneOnOne will be conducted in the future, how often it will be conducted, and how much time it will take at a time.
Even after the basic guidance, the team leader must first become familiar with the characteristics of Wononwon.
Above all, it is important that the one-on-one conversation be ongoing, that there are no restrictions on what each party wants to say, and that the content must be kept confidential.
First of all, it is important to discuss and confirm the frequency at the first meeting.

--- p.49

In the second half, you need to bring out the ‘will to execute.’
“But how long do you think it will take to bring that to a higher level?” Once team members have set specific goals, they need to generate the will to execute.
If you talk about how long you will spend, how you will use it, and who will help you, your ability to execute will naturally increase.
The ending of One On One is positive language.
“I also want to support and help.
It's a good idea to end with something like, "Is there anything I can help you with?"
This is a natural way to convey the message, 'I support your growth' and 'I am interested in your changes'.

--- p.118

The first thing to do is to find out what parts are uncomfortable through your team members.
The Wononwon must diagnose specific issues, such as speech and behavior, evaluation methods, and fairness in work distribution, and clearly demonstrate its will to improve any areas where improvement is possible.
However, if there is a complaint about the leader's personality itself, it is necessary to lead the conversation toward clearing up the other person's misunderstanding and seeking understanding.
If you have a bad relationship with a coworker, listen carefully to their story first, find out specifically what they want to change, and then work together to develop an action plan.
Observing even small changes and providing feedback can provide a starting point for restoring the relationship.
If you lack the skills to do your job, we can provide support by providing training and resources.
In-house training, participation in external seminars, gifting related books, and recommending YouTube lectures are all simple and immediately actionable methods.

--- p.173

This is because the achievement of KPIs is reflected in the evaluation, the evaluation leads to incentives, and the incentives are ultimately directly connected to the individual's life.
A team member's response of "it's not my job" can be seen not simply as a lack of ownership or passivity, but as a matter of life and survival.
That is precisely why team members react more sensitively.
If you simply view your team member's reaction as a 'matter of attitude', it will not be easy to solve the problem.
If a team member says, "Me? I don't think this is my job," and the team leader can understand that this team member is looking at this issue from a survival perspective, unnecessary emotional reactions and hurt feelings will be reduced.
This shift in perspective also changes the way we communicate.

--- p.197

The end of Wononwon must end with 'recognition'.
“I am grateful and relieved that you took the initiative.
I feel like half the problem is already solved.
I will also do my best to create the best possible environment.” In particular, acknowledging characteristics such as ‘proactivity’ and ‘initiative’ is very effective in strengthening that person’s behavior.
Recognition should focus on 'character', not on actions.
This is also an essential principle of motivation.
Recognition is not just a virtue; it is a core tool of leadership.
Leadership is also shaped by team members' perceptions and interpretations, or attributions.
Not everyone who has excellent capabilities and skills as a team leader is a leader.
In this area, too, you can only become a true leader if you have the 'recognition' of your team members.

--- p.253