41–50 of 212 posts
The idea of a monthly one on one scheduled meeting is rediculous. If you are not talking to all your people every day as a matter of course, they are basically unmanaged. For the love of god don't schedule any meetings. You shouldn't need to since you are just part of your employees flow of work. The employee / manager relationship should be one in which either party can feel free to just raise any concern the moment…
The idea of a monthly one on one scheduled meeting is rediculous. If you are not talking to all your people every day as a matter of course, they are basically unmanaged. For the love of god don't schedule any meetings. You shouldn't need to since you are just part of your employees flow of work. The employee / manager relationship should be one in which either party can feel free to just raise any concern the moment…
The idea of a monthly one on one scheduled meeting is rediculous. If you are not talking to all your people every day as a matter of course, they are basically unmanaged. For the love of god don't schedule any meetings. You shouldn't need to since you are just part of your employees flow of work. The employee / manager relationship should be one in which either party can feel free to just raise any concern the moment…
This forced 1:1 is the worst..
People are busy, you some times don't get the chance to sit down and just talk about anything on your mind. Something else than the current backlog or whatever.
By scheduling regular meetings, it doesn't mean you _have to_ spend an hour talking about whatever, it's a block in your calendar where _you can_. In my experience, these are never forced, but rather an opportunity any party can use to chat, if none get the chance outside of it.
The idea of a monthly one on one scheduled meeting is rediculous. If you are not talking to all your people every day as a matter of course, they are basically unmanaged. For the love of god don't schedule any meetings. You shouldn't need to since you are just part of your employees flow of work. The employee / manager relationship should be one in which either party can feel free to just raise any concern the moment…
This is true in an ideal world, but not everyone is comfortable being direct with superiors. Regular 1-1s establish a baseline and a foundation that can be built on. Plenty of people will delay raising concern until damage has already been done. Regular, private communication lets the manager get ahead of these issues and handle morale problems before they surface.
Earlier quoted context omitted.
I agree with you that if the worker wants to turn it into a status update, they should be allowed to. However... why do they feel like turning it into a status update? Is it because the manager isn't sufficiently looped in to what's happening on a daily basis?
A significant fraction of engineers, often the ones who are most deep into their work, have a tendency to just do a brain dump of what they're working on, just because that's what they've currently assembled in their heads. It isn't necessarily useful in a 1:1 but it seems almost involuntary, so I'm not sure it's good to stop them before they've gone through it. May just have to allocate more time to allow them to ge…
So what am I supposed to do in a situation like that? Nothing is really broken, so I don't have much of constructive points to bring up.
They’re basically kabuki nonsense like most of corporate America. No one benefits but everyone goes through the motions.
The idea of a monthly one on one scheduled meeting is rediculous. If you are not talking to all your people every day as a matter of course, they are basically unmanaged. For the love of god don't schedule any meetings. You shouldn't need to since you are just part of your employees flow of work. The employee / manager relationship should be one in which either party can feel free to just raise any concern the moment…
> The employee / manager relationship should be one in which either party can feel free to just raise any concern the moment that it comes up. This is true in an ideal world, but not everyone is comfortable being direct with superiors. Regular 1-1s establish a baseline and a foundation that can be built on. Plenty of people will delay raising concern until damage has already been done. Regular, private communication…
These 1:1s are becoming what every process inevitably becomes. A strict panacea which turns out to not be a panacea at all.
Phone call? Book a calendar invite. Talk to your manager? Schedule a one-on-one. Want to raise a technical comment? Issue a Jira ticket.
Not to say that this is all bad, but wondering if it's really helpful.
It's strange how so many informal conversations have become formalized. Phone call? Book a calendar invite. Talk to your manager? Schedule a one-on-one. Want to raise a technical comment? Issue a Jira ticket. Not to say that this is all bad, but wondering if it's really helpful.
No, it is not.
Too much formalization brings the power dynamic imbalance front-and-center and leads to people telling you what they think you want to hear.