What style 1:1 do you run with your reports & manager
What Style 1:1 Do You Run with Your Reports & Manager?
In the ever-evolving landscape of remote work, one-on-one (1:1) meetings have become essential for managers and their teams. They offer a dedicated time to connect, share feedback, and discuss individual achievements and challenges. Having experimented with different formats, I’ve found a structure that works well for my team, but I’m always eager to hear how others approach these critical conversations.
TL;DR
- Context: Managing a remote team requires a hands-off yet supportive approach.
- Timing: Scheduling at the beginning of the week allows for timely interventions.
- Frequency and Duration: Weekly meetings of 30 to 45 minutes foster regular connection.
- Format: Starting with informal discussions, then transitioning into structured topics like mood, workload, career paths, and goals.
- Agenda: Utilizing the “Progress, Plans, Problems” (PPP) methodology for focus and clarity.
- Goals: Discussing individual goals less frequently, ideally once a month.
Long Version
1. Context
Managing a remote team presents unique challenges. The absence of in-person interactions can lead to missed signals about team members’ well-being and performance. Informal coffee breaks and casual lunches provide insights that are often absent in a remote setup. Thus, establishing a structured communication system is crucial for fostering connection and understanding.
2. Timing
I prefer to hold 1:1 meetings at the beginning of the week—Mondays or Tuesdays. This timing allows me to act on any issues that arise quickly. If a team member shares a concern or need for support, I can jump in promptly and ensure they feel heard and valued.
3. Frequency and Duration
In our company, we operate on a four-day workweek, which means we accomplish five days’ worth of work in four. This efficiency allows for regular, yet manageable, 1:1s. I typically schedule weekly meetings lasting between 30 and 45 minutes, depending on the seniority of the team member. More senior individuals might require additional time for mentorship and leadership discussions, which I gladly accommodate.
4. Format
I kick off each meeting with informal chat—questions like, “How was your weekend?” help set a comfortable tone. After this light banter, we shift into a more formal conversation, utilizing the PPP (Progress, Plans, Problems) structure. This format not only keeps the conversation focused but also emphasizes the importance of individual contributions.
5. Agenda
To ensure that meetings are productive, I ask my team to fill out a PPP agenda in advance. They share their progress, outline their plans for the upcoming week, and highlight any problems they are facing. This preparation allows me to come to the meeting equipped to discuss their concerns and achievements meaningfully. I also appreciate tools like Popwork, which provide a visual dashboard for tracking these elements.
6. Goals
While we discuss individual goals, I prefer to do this less frequently—about once a month. This approach allows for deeper conversations without getting bogged down in constant updates. By giving my team the autonomy to drive the agenda, they feel empowered to discuss what matters most to them, thus enhancing engagement and ownership of their work.
Insights from Others
While my approach works well, I value the feedback and practices of other leaders. Some managers have opted for less frequent 1:1s, allowing their reports to set the agenda and choose the cadence—be it bi-weekly or monthly for more senior team members. This empowerment can lead to a more meaningful dialogue, as team members feel in control of the discussion.
I once wrote an article summarizing my 1:1 meeting approach, which may also offer further insights: How to Run Effective 1:1 Meetings.
Conclusion
As remote work continues to shape the way we operate, finding the right style for 1:1 meetings is vital. While I have settled on a format that works for my team, I remain open to adapting based on feedback and the evolving needs of my reports. I encourage fellow leaders to share their experiences and methodologies—what works for one team may spark a brilliant idea for another. Let’s foster a dialogue that enhances our collective approach to effective communication in our teams.