Here’s why 1:1 sessions with the CEO are a valuable reward for employees

Ever had a casual conversation with your CEO? Remember how you felt? At first, you might be cautious, but by the end, a sense of relief—realising they aren’t micro-managing or seeking status updates, but simply wanting to know you better.

CEOs catching up is just one way to inspire people, show them how CEOs lead, achieve, and how equally committed they are to people’s goals and aspirations as they are to business goals. Dr. Bhukhary Essam, CEO of Manga Production (a MiSK Foundation subsidiary) writes, "If people see your achievements speaking for themselves and your actions preceding your words, they will believe you. If they believe you, they will follow your lead. And if they follow you, you will become an inspiring leader who creates a positive impact."

It is also a way to resolve conflicts or blunders before they happen! Sometimes CEOs sense that something is not right and may not receive clear details from their team leads. So, they immediately reach out directly to people to identify the issues and work on solutions to resolve them. That casual catch-up is also intended to resolve uninvited problems before they become escalating issues.

Saeed Alghafri, CEO of Emirates Steel recently shared, "I read people well. Too well, sometimes. It’s not a skill I learned. It’s instinct. Like driving, you don’t think about it, you just do it. I notice body language and I see the small shifts. I catch the signs that people don’t say out loud. And most of the time, it's a gift. It helps me connect. It helps me understand. It helps me lead with empathy...Because when I sense someone needs help, my instinct is to jump in. To help. To fix. To make things better." He added that sometimes it might not be a good idea, as people may not want to be called out, seen, or offered help. So, he tries to create a healthy balance, saying, 'Because true leadership isn’t about having all the answers—it’s about empowering others to find their own.

Younger employees increasingly value transparency, mentorship, and a sense of influence within their organisations. One-on-one meetings with the CEO provide a unique opportunity to fulfill these expectations, creating a culture of openness and inclusivity.

CEO Alghamri writes about this while sharing his podcast: "Some leaders think it takes big moves to make an impact. Huge decisions. Grand speeches. Monumental changes. But the real impact? It happens in the smallest, quietest moments. I’m talking about how you make people feel every single day.

These might seem insignificant, but they're not. They make people feel seen. They make people feel valued. And when people feel valued, they show up differently. They bring more energy, more ideas, and more commitment."

"That’s why every morning, as I walk into the office, I make it a point to greet everyone. "Hey, how you doing? How’s it going?" It’s not just small talk. It’s connection. I mean it. I want to know how they're really doing. Because people aren’t just their job titles. They have lives, families, struggles, and dreams. Sometimes, I’ll notice someone looking down. So we’ll share a laugh, a joke, a moment of lightness. And I’ll watch as they walk away with a smile. That smile? It’s not just about making them feel better. It’s energy. And energy is contagious. That person will carry it into their next interaction. And the next.

So, these personalised interactions allow employees to voice concerns, share ideas, and receive direct guidance from top leadership, reinforcing their sense of recognition and career growth.

One-on-one meetings serve as a tool for building trust and rapport between employees and executives. Unlike group meetings, these sessions create a dedicated space for open dialogue, allowing employees to express their perspectives without the pressure of a larger audience. 

This environment of trust contributes to a positive workplace culture and higher engagement levels. Research from the Microsoft Workplace Analytics team highlights that employees who receive frequent one-on-one sessions are 67 percent less likely to be disengaged than their peers.