Maintaining an effective and efficient agenda is important to get the best out of the 1-1 meetings you have with your team members. Furthermore this page will take you through other tips and tricks to conduct an effective 1-1 meeting.
We recorded a training about 1-1s which you can find here:
We recorded a training about career mapping which you can find here:
These discussions should take place once a month and after the 360 Feedback meeting has taken place. As a manager of people you play a crucial part in developing careers for your reports. This is for them but you should be able to support this process and help them achieve their goals. This is a join collaboration so prior to the meeting think about what questions to ask, specifically identifying competencies(c),skill gaps(sg) and career objectives (co). Adrienne Smith who wrote increase employee retention with career pathing suggests the following:
Once you have established the goals you can then create a career development plan
Actively Listen. Self-assessment is difficult and people often overestimate or underestimate their skillset. Don’t be quick to discount their assessment. Look for common ground and focus on understanding their overall goals.
Control. Maintain control of the conversation to ensure it stays on track. The focus should be on their current skillset and abilities and how to cultivate those for a career path within the company.
Adaptation. Adapting your approach to different personality types is key. People that overestimate their skillsets should be given specifics on where they do, and don’t, meet expectations. They may need areas of failing to be pointed out more plainly (but always caringly). Those that underestimate their skillset may need more emphasis on what they are doing right as they tend to focus on the negative. Also, not everyone wants to advance. Some are very happy in the role they are in and want to stay there. That should also be supported. Learn more in our Learning & Development Handbook.
When taking over management of an existing team member, consider the following guidelines to ensure the team member experiences a psychologically safe transition.
In an effort to be transparent, managers should consider ensuring that all of the information provided to the future manager by the current manager is done in full view of the team member. This might not work for all team members. You should ask whether the team member will feel comfortable having this conversation openly, and respect their boundaries. When choosing to remain transparent, schedule a transition meeting and follow the Manager Transition Meeting Agenda.
The following schedule can ensure a smooth transition:
Abrupt 1-1 transitions can threaten a team member's sense of psychological safety and career stability. If this is a concern, consider scheduling follow-on 1-1-1 transition meetings.
TEAM MEMBER, in the coming weeks I will transition management support to FUTURE MANAGER. This is an opportunity for you to comment, agree, and disagree with how your performance, feedback, professional goals, growth areas, and 1:1 document content is shared with FUTURE MANAGER. We want to ensure you have a complete picture of the information we share. The goal is to make sure we’re transparent in the transition of your career, how you want to grow, and how I can support you.
We understand that this meeting format may feel a bit awkward as we will openly discuss your work performance. This is all in the service of the goal to fully support you.
Shadowing a 1-1 is a scenario in which a GitLab team member attends the 1-1 of their manager and their manager's manager. The intent of this model to provide trust through transparency, build connections between team members and leaders who they may not otherwise interact with regularly, and open opportunities for collaboration be providing a broader knowledge to team members. The shadowed 1-1 is exemplified by Sid by having the CEO Shadows attend 1-1s with his direct reports.
Portions of the agenda will be suitable for sharing and others will not. Care should be taken to separate items that could breach our communication guidelines or potentially reveal confidential information. A suggestion on how to handle this would either be to not share the agenda with the shadow(s) or have a separate agenda for private items, these are just suggestions.
Attendance could be limited to direct reports but could also include other people. A suggestion might be to have a sign up for attendance and, in order to maintain the relationship and support expected to arise from 1-1 meetings, alternate shadow weeks with non-shadowed weeks. Suggest having a separate zoom link for shadowed 1-1s.
An engineering manager decides to open up their 1-1 meetings to their team. The engineering manager checks with their manager that this is acceptable and determines a plan for review. When a shadow will be present, this should be indicated clearly on the agenda. Utilising a separate zoom link, all 3 people join and walk through the agenda. Participation level of the team member is up to the regular participants of the 1-1 but, consider encouraging engagement. At a point where sensitive topics need to be discussed, the team member will be asked to leave.