Do you have a 1:1 meeting with your manager? If not, why not? If you do, do you feel like you are getting value out of it?
Sadly, I think many 1:1 meetings are less effective than they could be. I think that many people – both managers and employees – don’t have a clear idea about the purpose of the meeting. And, because of this, its hard to make them effective. Let’s start with a discussion of what a 1:1 meeting is. It is a meeting where you and your manager met on a regular basis. The idea is that this is a recurring touchpoint between just the 2 of you. The reason 1:1s are important is because managers have multiple direct reports, so they need the opportunity to spend time with each one on a regular basis. If they don’t have something on their calendar, it would be easy for weeks, months, or even quarters to pass by without any meaningful conversation between the two of you. The demands of day-to-day work, special projects, fighting fires will all consume a work day about it can easily lead to a lack of time for something that is important, but not urgent.
1:1 meetings are important for a lot of reasons:
So, 1:1 meetings are really important. But, they are in no way urgent. As a result, they can easily be put on the back burner. Rescheduled or worse, cancelled altogether. It is something you need to be aware of. Where many employees go wrong is to assume it is the manager’s responsibility to manage the 1:1. It is just a much your responsibility. Your relationship with your manager is very important for your career. Whether they are a good manager or no is not something you are going to be able to control. But, what you can control is your ability to meet 1:1 with your manager. With a bad manager, it might take more persistence, but it is within your control.
If you don’t currently have a 1:1 with you manager, you are going to take the bull by the horns and schedule one.
Now, let’s turn to the topic of what makes an effective 1:1. A 1:1 is a time to step outside of the day-to-day hustle and bustle. It is a time to check in about the bigger picture. To align on priorities, direction, and vision. In some cases, it is a dedicated time for addressing questions that you’ve saved up during the week. Many people treat it as a status meeting. Of course, your particular situation is going to dictate the content or agenda for your 1:1. It is hard for me to give any specific agenda that would work for everybody.
There are some things you can think about that will help you ensure that your 1:1 is giving you the benefits you deserve.
In episode 9, we talked about preparing for your annual review. You should be preparing for it monthly by documenting each month what you accomplished. This process helps you with your 1:1 also. You can refer to this list when meeting with your manager to highlight what you’ve done since your last meeting.
4. Think about your career development. What coaching do you need? Do you know what skills your manager thinks you should develop? Does your manager know what your long term career objective is? Are you at the point in your job where it is time to be talking about what’s next for you? Some portion of your 1:1 agenda should focus on this longer-term career development topic in whatever form makes sense for you in your current situation.
5. You may want to build time into your agenda for addressing current issues you are having that you need your manager’s help solving. This could mean helping to remove a roadblock, giving you a steer in the right direction, being a sounding board to talk through the issues with, or giving you the answer you need. You may or may not have current issues that need to be addressed, but if your manager’s time is hard to come by, using your 1:1 to get what you need might be a good option. So, those are some of the things you should consider when you are planning your 1:1 agenda. If you get our newsletter, you’ll get a guide this week that will help you think through this process and come up with an agenda. If not, you can sign up for our newsletter here and you’ll get access to our full back catalog of guides.
One thing to note about the agenda. You may not cover all of these topics each time. For example, it may make sense to only talk about career development topics each third time. Or, you may not talk about status as a regular agenda item, but some specific situation causes you to add it to the agenda for your next 1:1.
What I’m hoping you take away from this episode is that it is important for you to establish a 1:1 with your manager. If your manager hasn’t taken responsibility for it, then you should do so yourself. There are 2 people in the 1:1, and you are one of them. So, the responsibility is yours to make sure that you have this important mechanism in place to keep an open dialogue with your manager.
Goals are a unique combination of:
Tactics—what do I need to do to accomplish this goal?
Aspiration— what can I accomplish if I put my mind to it?
Faith— I believe that I can accomplish this goal.
Commitment - I’m going to dedicate part of my resources to making this goal happen.
Setting goals require an ability to balance the need to be realistic while also reaching for something you aren’t quite sure how to get to – something that isn’t within your current comfort zone.
Then, once you’ve set that goal – you need to stop focusing on it. Focusing on the goal – on the end state will not propel you from here to there. Instead, you need to start to identify the steps that you are going to take to get you there. What is the next step you can take to move you toward your goal?
There are also some tools that you can use to help you keep on track:
Annual Reviews are universally dreaded. There are some good reasons for that, but one of the areas that you can really impact is to reduce the amount of time it takes for you to write your self-review. Our process documents your accomplishments each month so that at the end of the year, you’ve already got a list of everything you accomplished. No need to try and remember back to what you did last February.
Step 1: Put time on your calendar for the end of each month to do the review. By blocking out the time, you’ll 1) have a monthly reminder to document what you did that month and 2) already have the time allocated to getting it done.
Step 2: Document your accomplishments each month. Don’t worry about if they are significant or not – you can determine that at the end of the year.
Step 3: At the end of the year, review all of the accomplishments you documented and determine the best way to summarize them in your review.
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