I've also often questioned the advice that speaks of weekly 1-on-1s as "must haves". If it's weekly, then it's likely only 15-30 mins, but that's not enough time to go deep on topics like career planning and emotional well being. Nor do those topics need to be discussed at such regular frequency. Currently I run my 1-on-1s every 6-8 weeks. 1 hour per engineer, fully completed pre-meeting forms and agenda so it's a focused discussion. That's been working well for the past year with a team of 10 engineers.
I used to do monthly when my team was smaller. Now that the team is larger, I've learnt that preparation is key. When the meeting is high value, frequency can be lower. There's no one size fits all, and I think that's what your article is trying to convey. It's giving the reader permission to experiment and not take advice as gospel.
I completely agree with the second point. Most people don’t feel they need that 1-on-1. When they have no problems, it’s usually for the managers to prepare for the performance review.
My manager and I have skipped our 1 on 1's at times for these very reasons. If we already had tactical calls that addressed what we needed in the time leading up to our 1 on 1, we cancel it.
I've also often questioned the advice that speaks of weekly 1-on-1s as "must haves". If it's weekly, then it's likely only 15-30 mins, but that's not enough time to go deep on topics like career planning and emotional well being. Nor do those topics need to be discussed at such regular frequency. Currently I run my 1-on-1s every 6-8 weeks. 1 hour per engineer, fully completed pre-meeting forms and agenda so it's a focused discussion. That's been working well for the past year with a team of 10 engineers.
Nice. I didn’t know that it can work with going every 6-8 weeks. That sounds like a good idea!
I used to do monthly when my team was smaller. Now that the team is larger, I've learnt that preparation is key. When the meeting is high value, frequency can be lower. There's no one size fits all, and I think that's what your article is trying to convey. It's giving the reader permission to experiment and not take advice as gospel.
Yeah I have to started to cancel my 1:1s for a couple of reasons:
- we have already been meeting and collaborating regularly. So I'm already caught up on what they're doing and the feedback is on the spot.
- (more controversial) employee doesn't come prepared to the 1:1s or they don't bring any topics or they are happy with status quo.
I completely agree with the second point. Most people don’t feel they need that 1-on-1. When they have no problems, it’s usually for the managers to prepare for the performance review.
My manager and I have skipped our 1 on 1's at times for these very reasons. If we already had tactical calls that addressed what we needed in the time leading up to our 1 on 1, we cancel it.
Exactly. That's a time saver.