Esther

Will you be sharing your whitepaper with this email list when it's
completed?

Thanks

Mike

On Fri, Jul 8, 2016 at 1:55 PM, Esther Schindler <[email protected]>
wrote:

> I'm mostly staying quiet at the moment because I want y'all to speak,
> rather than I.
>
> But I have a quizzical expression on my face, in particular for those who
> don't find one-on-ones useful. I'd love to hear more about your reasons for
> feeling that way.
>
> And in particular -- for everyone -- please tell me what you expect to
> happen in a one-on-one. What is talked about? What isn't? (What SHOULD be?
> What SHOULDN'T be? Who should make those decisions?)
>
> Because if we each have different expectations about what such a meeting
> is, we'll respond to it differently.
>
> For instance, it kind of sounds as though some people see "one on one" as
> if it's an employee review. ("Here is what you are doing well and what
> needs improvement.") For someone else it might be a boss' to-do list
> ("first, get THIS done, then work on that") -- which would be annoying if
> you both already know what the priorities are.
>
> So, especially if you find these meetings annoying or too frequent... what
> (if anything) could a manager (or client!) say or do to make your life
> easier? (In regard to communication or lack thereof.)
>
> Peter Loron wrote:
>
> I’ve never found 1-1 meetings to be very useful for me. If I am not on
> track or am failing somehow, come grab me immediately and let me know. If
> I’m kicking ass, come grab me and let me know. Other than that, stay out of
> my hair and let me get stuff done. No reason to schedule anything. If
> there’s a reason to talk, then do it immediately. If there’s no reason,
> then don’t waste my time.
>
>
>
> -Pete
>
>
>
> *From: *<[email protected]>
> <[email protected]> on behalf of Matthew Butch
> <[email protected]> <[email protected]>
> *Date: *Friday, July 8, 2016 at 06:34
> *To: *Esther Schindler <[email protected]> <[email protected]>
> *Cc: *Discuss <[email protected]> <[email protected]>
> *Subject: *Re: [lopsa-discuss] Attention hive mind: Advice on doing
> one-on-one meetings?
>
>
>
> From the employee side- I HATED weekly scheduled one on ones. That’s way
> too frequent and interrupted my workflow. I would say at max once a month,
> though I could see longer time frames depending on the person- every other
> month, every three or every six (the max it should be). Honestly, I think
> it depends on the employee, and maybe depends on where they are at in their
> career. I’d probably review the frequency every six months.
>
>
>
> Scheduled is probably a good so that employees know they have time with
> their manager, and can prepare.
>
>
>
> Be absolutely clear about what it is for. I had one manager who clearly
> started them because he wanted to start controlling and micromanaging us,
> and I hated that.
>
>
>
> The agenda that I prefer is a free form discussion of what ever the
> employee wants to talk about, maybe with a few prompting questions- How’s
> the work/life balance, how’s the stress level, anything bugging you, where
> do you want to go in your career. I don’t want it to be status updates
>  (where are you at on this project, etc) because those are for team
> meetings or I can approach my manager separately as needed instead of
> waiting.
>
>
>
> I can certainly fill in more details about my experience if you need it.
>
>
>
> I hope that helps!
>
>
>
> On Jul 7, 2016, at 17:22, Esther Schindler <[email protected]> wrote:
>
>
>
> Once again I'd like your input. I like to think the subject is interesting
> enough that you'll enjoy responding.
>
> This obviously isn't networking-related, but it certainly is germane to
> techies. Or, really, to anyone who works in a corporate environment.
>
> I’m writing a white paper that aims to give advice to creative workers
> (and to software developers in particular) about how to do one-on-ones
> well, in a way that benefits everyone (manager, employee, company… heck,
> the whole world). Fortunately, this isn’t a short piece, so I have some
> room to spread out. And I'd like your input (privately or publicly).
>
> The key question: *What should people know about manager-and-worker
> one-on-one meetings? *
>
> What do you wish your manager or employees had understood? What did you
> appreciate when they did?
>
> Among the topics I’m going to cover: why one-on-ones are important; what
> dire things happen when you don't do them, or don't honor that process; how
> the one-on-one is different based on your roles (manager/peon,
> client/consultant, mentor/mentee); logistics and timing; what you should
> expect to talk about... and NOT to talk about; real life examples (and
> lessons to take away from them); judging success.
>
> I’d love to hear from you about your advice and experience with
> one-on-ones – both the good ones and (even more valuably) when things did
> not work ideally. Tell me your stories. Anecdotes are awesome. If they
> happen to fit in any of the categories above, that’s groovy; if not, that’s
> cool too.
>
> You don’t need to be an “authority” on HR or doing one-on-ones. I want
> real-world experiences!
>
> It's completely okay to be anonymous; the point here is to share advice.
> Though if you would like to be quoted, that's do-able. (Context does help;
> if you've managed developers for 12 years readers will get a different
> perception than for someone on her first job.)
>
> --Esther
>  twitter.com/estherschindler
>
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