So now you’re having One on One’s regularly— how do you have a good One on One? How do you have a better One on One?
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One on One’s (1o1) are the core mechanic to people management. You can pulse your team, understand where they are, what challenges they’re facing and exchange critical information in a dedicated, recurring setting. Done well they mitigate or outright prevent crises and allow you to understand and motivate your team.
How do we have better One on Ones? Let’s get intentional. Let’s talk about what works and why it works—and why it doesn’t work.
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One on One’s are a critical component of people management—both up and down. They’re the touchpoint with your reports and with your manager. They should be a central pillar for information transfer, coaching, utilization & capacity understanding, humanizing yourself and, critically, getting in front of things before it blows up and turns into turd pie.
In other words, One on One’s are the core mechanism for people management.
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Managing people is ultimately about three ingredients.
1) Know what motivates your people, and whether they are currently motivated
2) Give a shit about them and their career development
3) Act as a force multiplier
That’s it.
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I’m not going to argue whether having remote employees in 2019 is a good or possible thing. It is. Gaining access to a national, or international, pool of talent focused on your company’s mission is worth the cost in adaptation. If you question that, you’re in the wrong place and, simply put, you are the problem remote workers have been trying to overcome in your organization.
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Read MoreYou are not managing for any one person, and that includes yourself. You are managing for your team. The team succeeds or the team fails. No one person defines the team and no one person is bigger—or smaller—than the team, and that, again, absolutely includes yourself.