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1-on-1 meeting questions

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Re: 1-on-1 meeting questions

#71

Post by lonelappde »

mattrp wrote: post #54
KingOfCoders wrote: post #2

I think 1on1s are the managers Swiss army knife and the best way to support employees in their development. If possible I do them as walk'n'talks, people are more open and ideas often flow better when walking outside the office.

Walks n talks are great but they aren’t 1:1’s in the way the author is envisioning them. The difference is a walk n talk is something you do when you have unscheduled free time and want to sidestep email for a direct conversation. A 1:1 is More like a weekly postmortem.. you celebrate wins, you figure out how to not repeat mistakes. But from a manager’s perspective, a 1:1 is all about ego management. For example, if…

Gp's "walk and talk" just mea s having a meeting while walking outsit instead of sitting down. it's good for casualness and rapport but terrible for organizing thoughts and remembering what to follow-up on.

Re: 1-on-1 meeting questions

#72

Post by lonelappde »

cambalache wrote: post #51
cek wrote: post #13

Earlier quoted context omitted.

Wow, you are either a troll or clueless. There is no more powerful form of ensuring manager/employee alignment than 1:1 meetings.

That is just your opinion. To offer an anecdotal counterbalance, I was a cog in a 100k+ employee fortune-20 company. Nothing was more demoralizing, soul-sucking and useless than an 1:1 meeting. I always felt like crying out and quitting. This in a career with 10 different managers, 5 different nationalities.

Was that the only bad part of the job? Or merely a symptom of the larger problem. Perhaps the motivation to quit was a positive outcome. Why did you end up leaving?

Re: 1-on-1 meeting questions

#73

Post by koonsolo »

RotaryTelephone wrote: post #63

My 1on1's at a 100k+ international corporation always went like this: Manager: so how's it going? Me: great Manager: any issues? anything you want to discuss? Me: everything is fantastic! I'm very happy with my job :D Manager: cool cool... well let's do this again next month. Me: yay! I don't want someone in a similar situation like I was to get inspired by lists like these and go into their next 1on1 wrecking havoc…

What a strange, helpless way to look at the world.

Employment is not a boss->servant relationship, it's a relationship where both parties gain something. You offer a service, and they pay for that. End of story. They act out? Then you find someone else who needs your services.

As a programmer myself, I'm in this great position where there is a shortage of good developers, and plenty of companies searching for good developers.

When I go to my manager, I'm not going in there with "please don't fire me sir, please.", I'm going in there with "Hey, fix your shit or I'll have a new job next week that pays more from day 1, and you will search the next 6 months for my replacement and train that person another 6 months before (s)he's somewhat productive."

Re: 1-on-1 meeting questions

#74

Post by lonelappde »

stephc_int13 wrote: post #21
helij wrote: post #16

Earlier quoted context omitted.

Ha! But you can prevent the wrong trajectory by acting before. And, one of the ways to do that is honest conversation with your co-worker.

As soon as a wrong trajectory is detected, yes, feedback is needed. But not before.

How often is someone on the perfect trajectory without ever discussing their concerns or desires?

Re: 1-on-1 meeting questions

#75

Post by pbk1 »

koonsolo wrote: post #73
RotaryTelephone wrote: post #63

My 1on1's at a 100k+ international corporation always went like this: Manager: so how's it going? Me: great Manager: any issues? anything you want to discuss? Me: everything is fantastic! I'm very happy with my job :D Manager: cool cool... well let's do this again next month. Me: yay! I don't want someone in a similar situation like I was to get inspired by lists like these and go into their next 1on1 wrecking havoc…

What a strange, helpless way to look at the world. Employment is not a boss->servant relationship, it's a relationship where both parties gain something. You offer a service, and they pay for that. End of story. They act out? Then you find someone else who needs your services. As a programmer myself, I'm in this great position where there is a shortage of good developers, and plenty of companies searching for good de…

How would your response change if the shortage of "good" developers stops? Or when they decide 2 "bad" but cheap developers cost less than 1 "good" one?

Re: 1-on-1 meeting questions

#77

Post by rdiddly »

pbk1 wrote: post #75
koonsolo wrote: post #73

Earlier quoted context omitted.

What a strange, helpless way to look at the world. Employment is not a boss->servant relationship, it's a relationship where both parties gain something. You offer a service, and they pay for that. End of story. They act out? Then you find someone else who needs your services. As a programmer myself, I'm in this great position where there is a shortage of good developers, and plenty of companies searching for good de…

How would your response change if the shortage of "good" developers stops? Or when they decide 2 "bad" but cheap developers cost less than 1 "good" one?

Yeah or if, as non-technical people, bad and good are indistinguishable to them!

Re: 1-on-1 meeting questions

#78

Post by different_sort »

Thank you for sharing this.

I'm a strong technologist who has inherited people management responsibilities for some junior technologists and I definitely consider people management to be the thing that I suck the most at in worklife.

Re: 1-on-1 meeting questions

#80

Post by throwawaygo »

skizm wrote: post #61

As a grunt IC 1 on 1s are a nightmare for me. I never know what to talk about. All current project stuff is hashed out in or after scrum. Career development is more of a once per year thing (at least not weekly). If I had a problem with any of my team members I would have brought it up by now (assuming I thought others felt that way, I don't want to be the only one to bring it up or I'll be seen as the problem). For…

This.
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