I'm about six years into my career now and I have no clue how to make my 1:1s with my manager more effective. How do you all prepare for your 1:1s, how do you conduct them, how do you see them as a tool for improving your career?
Ask HN: How do you have effective 1:1s with your manager?
1–10 of 113 posts
Re: Ask HN: How do you have effective 1:1s with your manager?
#2We do it like this at GitLab and it's very effective: https://handbook.gitlab.com/handbook/leadership/1-1/
Re: Ask HN: How do you have effective 1:1s with your manager?
#3Good question. I have been in the same boat.
In my current role they have a system so we just base it off that. There are goals and level (i.e. job titles) rubrics.
You could ask if aligned goals could be set and then discuss how they are going.
Goals should be able to change in an agile org.
They should align to the company but also align to your growth and outcomes that can be used to promote you or get you a bonus.
If the companies doesn't have this set up it might be worth asking for it for you as a "snowflake".
Believe me (bitter experience!) if you look for another job having impact stories (this will generate) will help you get hired at a higher level.
Goals and accomplishments isn't all the 1-1 is. I see another comment about gitlab which seems worh a read!
Re: Ask HN: How do you have effective 1:1s with your manager?
#4We do it like this at GitLab and it's very effective: https://handbook.gitlab.com/handbook/leadership/1-1/
That looks like a lot of work.
Re: Ask HN: How do you have effective 1:1s with your manager?
#5To any managers here, please avoid and forever forget blank cheque questions like "how are you". Makes the mood instantly superficial.
Re: Ask HN: How do you have effective 1:1s with your manager?
#6Re: Ask HN: How do you have effective 1:1s with your manager?
#7I choose to drive the agenda, so bring one to the meeting. I also tend to avoid detailed technical discussions or blockers, that is what stand-up is for.
Areas of topics I focus on:
* Opportunity for Personal Growth
* Feedback on complex dynamics within my team or company
* Market opportunities for product (if relevant)
* Overall Engineering strategy
After my agenda is complete, then the manager can bring up items they feel are noteworthy. I generally leave half of our one-on-one open for them to drive a bit.
Re: Ask HN: How do you have effective 1:1s with your manager?
#8To any managers here, please avoid and forever forget blank cheque questions like "how are you". Makes the mood instantly superficial.
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Re: Ask HN: How do you have effective 1:1s with your manager?
#9To any managers here, please avoid and forever forget blank cheque questions like "how are you". Makes the mood instantly superficial.
Maybe it’s a cultural difference but to me that is just normal friendliness and ice-breaking. I’m quite happy for my manager to ask how am I and to have a 2 minute chat about life outside work before diving into the 1:1.
Re: Ask HN: How do you have effective 1:1s with your manager?
#10I'm in R&D, not software engineering. I bring an agenda, even if it's thrown together at the last minute: a list of things I've worked on and the progress on each, and I highlight things that I'm either quite pleased with or things that I think aren't going too well. Sometimes I spitball through any upcoming task where I'm either not too sure what I'm doing yet, or if I think they might be able to offer some guidance/suggestions.