Management & Leadership
One on One Meetings - a collection of posts about 1:1s
2 Jan 2019
I’ve been blogging a lot recently about holding 1:1 meetings with your reports. Here’s the entire collection of these works.
- One on One meetings for managers
- A one on one meeting is one of the top ways you can build your managerial leverage
- One on One meetings: Frequency and Duration
- How long should your 1:1s be? How often should you run them?
- Do you need a 1:1 if you’re regularly communicating with your team?
- You’re simply not having deep meaningful conversation about the process of work in hallway conversations or in your chat apps.
- What should you talk about in a 1:1?
- Who sets the agenda? What should you discuss, and what should you avoid discussing?
- What agenda items should a manager bring to a 1:1?
- At least 80% of a 1:1 agenda should be driven by your report, but if you also to use this time to work on things with them, then you’ll have better meetings.
- Handling "I don’t have anything to talk about" in your 1:1s
- When someone says they have nothing to discuss, they’re almost always thinking too narrowly.
- Are 1:1s confidential?
- Is the discussion that occurs in a 1:1 confidential, even if no agreed in the meeting to keep it so?
- Skip-level 1:1s are your hidden superpower
- Holding 1:1s with peers and with people far below you on the reporting chain will open your eyes up to what’s really going on in your business.
- Encouraging 1:1s from other managers in your organization
- If you’re managing other managers, encourage them to hold their own 1:1s. It’s such an important tool for managing and leading that everyone needs to be holding them.