Am 07. Jul, 2016 schwätzte Esther Schindler so:
moin moin Esther,
As a manager, I make it clear that the weekly 1:1s are important to me for
my team's benefit. If I was out for the day we reschedule.
In my experience, even employees who say they have nothing to bring up
actually have something. Usually it could wait, but I want to make it
clear for the team that the 1:1s are there for them to bring up whatever
is on their minds. Even if it is just kvetching about a local holiday.
Top topics:
. anything that the team member wants to bring up
. bi-directional feedback
. career and education goals for the team member
. I ask if there are any particular issues
As a manager I have many ways of communicating downstream, the 1:1s are a
fixed time for the team to communicate upstream no matter what else is
going on.
As the employee, I use 1:1s to do exactly that, communicate upstream. I
also ask about how what I'm working on fits the bigger picture and what
direction my manager needs things to go.
In both cases, I do not feel the need to stay strictly on work topics,
especially since I've been wfh for more than a decade. I actively
encourage my team to just chat, but shy away from asking probing personal
questions. 1:1s should be a conversation and I prefer each person gets to
set the tone.
An open door policy doesn't suffice for remote employees who specifically
have daytime exclusively during my sleeping hours ( or any other 24/7
environment with people working during my night time ). While I let the
team know I'm generally available, the 1:1 is a known time where they can
bring things up. Those working during my night are more likely to show up
with an agenda of what they want to cover.
ciao,
der.hans
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
--
# http://www.LuftHans.com/ http://www.PhxLinux.org/
# "Communications without intelligence is noise;
# Intelligence without communications is irrelevant."
# Gen. Alfred. M. Gray, USMC
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