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For a standard 1 hour 1:1
15 minutes for anything from the previous meeting that needed my action.
15 minutes for them to speak
15 minutes for me to speak
15 minutes for any sort of HR action or performance feedback
Earlier quoted context omitted.
Sure, would love to know what a change your actions would take with this mindset, thanks.
For example, we're changing some of our server infrastructure. This was supposed to be a huge project and was anticipated to take at least 6 months. I found and modified a script that will do it in ~30 seconds, took me a few hours. Instead of presenting it at our team meeting, I sent it to my manager and let her present it to her managers. Everyone was very impressed with her work writing it. I don't really care abou…
Aren't you pidgin holing yourself into a 'person I can't promote as I would have no work to steal from'?
Earlier quoted context omitted.
For example, we're changing some of our server infrastructure. This was supposed to be a huge project and was anticipated to take at least 6 months. I found and modified a script that will do it in ~30 seconds, took me a few hours. Instead of presenting it at our team meeting, I sent it to my manager and let her present it to her managers. Everyone was very impressed with her work writing it. I don't really care abou…
This is kind of ridiculous that a manager would take credit for something you wrote on your own initiative and present it as hers.
I'm going to try and add a different angle to this because most people here have covered what I wanted to say (performance, compensation etc.) I would use this time to find out how your manager is doing in his/her role. Find out how you can help them. Talk to them about their frustrations and how they are feeling. Just because they are your manager doesn't mean you need to treat them like a boss all the time. Show th…
As a manager i would fight this approach because the 1:1's i schedule are for an exact flip of the relationship you describe. I certainly appreciate and encourage these feelings across all my teams, but unlike ICs it's my job and I'm given the time and resources to make these changes, it's not fair to expect someone to both execute well and put all the required effort into pushing for organizational improvement
If that isn't the case, then I'm a cog in a feature factory and that's not the job that I want to be in. I know that some companies/teams/managers approach work that way, but that's a very strong counter signal to me.
When I'm going on to my next job, do you think they want to hear what my responsibilities were or what I did at the company that made it succeed? This ties into why I think hiring is broken -- we hire for one set of skills and tend to expect delivery of another.
I’ve seriously never had 1:1s go anywhere useful. But that’s also because I believe that 75% or more of people are bad managers (it is hard to be a really good one).
Earlier quoted context omitted.
A supervisor is in a position of power over you, it's their job. What's the upside for me for potentially opening up a can of worms where I discuss their performance - that's negative? We are not friends, it's a professional relationship. If they need to talk to someone about their job, they have their boss to talk to.
Good question. I am under the impression my manager is trying to get the next role. If I am able to understand, and perhaps even address, my manager's concerns, then I can help them manage themselves onto the next level.
I'm going to try and add a different angle to this because most people here have covered what I wanted to say (performance, compensation etc.) I would use this time to find out how your manager is doing in his/her role. Find out how you can help them. Talk to them about their frustrations and how they are feeling. Just because they are your manager doesn't mean you need to treat them like a boss all the time. Show th…
I have pretty bad work-related anxiety and I recently started seeing a therapist who specializes in it. She recommended I start thinking of my role as solely "to make my manager look good". This changed my whole mindset from trying to be a better/more efficient developer to trying to look out for what's on my manager's plate and how my behavior would reflect on her and her team. It's really helped me and I know my ma…
- Send an agenda beforehand. This gives your manager an idea about what you'd like to discuss, so then they can prepare themselves and/or not get caught off-guard.
- At the end, I try to ask, "do you have anything for me?", which typically opens the door for them giving you feedback/thoughts if they have it. It also is a nice way to prep myself for receiving feedback vs. it coming without me "opting in."
I wrote about some other ideas on 1-1s in this guide...not sure if useful: https://www.friday.app/p/employee-1-1-meetings
I'm going to try and add a different angle to this because most people here have covered what I wanted to say (performance, compensation etc.) I would use this time to find out how your manager is doing in his/her role. Find out how you can help them. Talk to them about their frustrations and how they are feeling. Just because they are your manager doesn't mean you need to treat them like a boss all the time. Show th…
A supervisor is in a position of power over you, it's their job. What's the upside for me for potentially opening up a can of worms where I discuss their performance - that's negative? We are not friends, it's a professional relationship. If they need to talk to someone about their job, they have their boss to talk to.
If your manager has any self-interest, and isn't an idiot, they will reward people who help them look good. If your manager is an idiot and a sociopath who will instead reward people who aren't helping them look good, obviously don't try this advice.
I wrote something internally a couple of years ago, and it is precisely a thought piece on why 1:1s exist, for whom, and how to get the best from them. As it's too long for a HN comment I hope you don't mind my "publishing" it on Google Docs: https://docs.google.com/document/d/1R4j84c7gHRn1Q3xmwg5h18La... Feel free to give this to your manager to help them consider how to use the 1:1 and make it better for the both o…
- status of current projects and resources that I manage (I am a manager myself)
- priorities and direction changes
- help needed, in any kind: escalations, resources, etc
From time to time, about every 3 months:
- feedback and intermediate performance review
- work plan updates
- strategy updates