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One on One Meetings - a collection of posts about 1:1s

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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.

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