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« Why Managers and Leaders Fail | Main | Improving Hiring Practices »

April 08, 2005


I do one-on-ones with my associates as often as they request them: some weekly, some bi-weekly, and some monthly. I also weekly keep everyone up-to-date on the numbers they have so we don't have to spend time talking about them at weeklies unless they are outstanding or need improvement. Getting by is not what we use weeklies for.

What we DO use them for is:
1) Goal check-in - how are those goals coming we set now almost 5 months ago? Are you getting the opportunities needed to achieve them?

2) What's going well since our last meeting? A chance to brag about something I might have overlooked.

3) What needs improvement (personally or could be something I need improvement on or the team needs improvement on).

4) Suggestions for our next weekly meeting - we try to bring in experts from around our company so we can better understand what they do and so we can better serve their needs.

If you haven't guessed, I manage a Help Desk that is a single point of contact for all matters, IT and not, so it's important to know what can be done better, what's going well, and what the associates are interested in learning more about.

I don't see any other comments, so I'm curious if there are only 2 people who do weeklies, or if we're all so wrapped up in them we can't take time to breathe?

Phil: I know several of my readers who use one-one-ones so I thinkyou are right, people are too busy to breathe! Thanks for your thoughts!

Sorry to discover this two years late, but perhaps it's still worth commenting.

> Few small and medium sized companies use
> one-on-ones, which is a shame, I think.

Although an individual contributor, I like to read the advice that's out there for those who want to be excellent managers. However, it reassures me that you realize how little this particular piece of advice has taken hold, especially in small organizations.

The other day I mentioned to my peers that one aspect I've read about great managers is that they hold one-on-ones with each of their reports. In essence they sneered at this notion as hopelessly unrealistic. In referring to one-to-ones and other means of feedback as "babysitting," I fear they may have been reflecting the boss's attitude, and hence that of the whole eight-person organization.

That's a shame, but at least resources like this article give me one great idea of how to tell I've found a great manager when I'm interviewing my next one.

I have one-on-one with my staff monthly. I also, have staff meeting monthly. I have staff in two different cities in North Carolina. One of the most amazing thing I find with monthly one-on-one, I have some employee's love it and others that just hate it. I try to make it fun and no have the meeting last for no more than an 1hour. I let the staff know we do not have to talk the hour about business, but we can talk about anything you want to talk about. Some of the one-on-ones do not last but maybe 15 minutes. How can I get these team member to have more input in our one-on-one sessions?
The other thing that amazes me is that I am required to have one-on-one session monthly, but my manager does not even have one-on-one sessions with me, even though I have asked for the feedback. I have however; set it in my Performance Goals for 2008,so I am thinking she will need to follow through. How can I get my manager on-board for one-on-one sesseion?

I like the one-one-ones with my staff, I have found that for the most part it is successful.

Thanks for giving me a chance to post my comments.

HOw good it is to have one-on-one with a racist manager?

I'm a new manager. This week I will have one-on-ones with my direct reports first time. I feel this post is helpful.

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