Once you have established the agenda, it can be really beneficial to have your employee take ownership of it. Of course there will be parts where you lead and ask questions, but if they drive the agenda there are several benefits, including forcing them to be well prepared, accountable for actions and outcomes, they learn how to drive a meeting, and in general, become responsible for their own career. If your entire 1:1 is only about operational/work matters then it's not really a true 1:1 anymore (check out the other videos on this topic). Hope that makes sense.
Weekly with 10 direct staff is a bit heavy; personally I’d reduce to fortnightly. Monthly is better than nothing, but will be difficult to maintain continuity through discussions. Does depend on your situation though, including the type of business and other factors - at the end of the day, you gotta do what suits you and what is sustainable, bearing in mind that 30 mins weekly is the “standard”. Footnote: 10 direct staff is heavy in general, so if you’re able to create another layer (team leader, manager) and have some staff reporting to them, this will help also.
All depends on your situation and also the type of roles. On the face of it, that’s a really heavy load so I’d personally consider fortnightly 1:1s, maybe with a. Few exceptions for individuals who require more. Also if you have some more senior people on your team it may be an opportunity to have them act as coaches and upskill as leaders by doing fortnightly buddy/coach sessions with the more junior staff, not to replace, but to augment your fortnightly 1:1s.
@@hrdv2 18 direct reports is a lot ! I would say you have three possible directions : you can either invest a lot of time in the management of these 18 people, but that means management is the main part of your job. If you are also expected to be a direct contributor on top of management, you can either decrease the frequency (yet, less than twice a month looses most of the 1o1 value in terms of sync and capacity to clean the air for mundane mishaps), or, third option, you can sometimes organise those 18 people into sub teams (or squads, or whatever) with a leader or relay with which you have weekly 1:1s. She, in turn, has weekly 1:1s with the other team members whom you meet once a month.
Thanks for sharing. That's a lot to fit into 30 minutes however!
Do you have a video like this on skip level 1:1s?
Not yet!..
I love this, an excellent reminder for one of the key responsibilities of a leader.
Feedback: calm down with the outro music.
I am your fan Jimmy
And I am your fan Jane!
What do you mean, let the employee lead the meeting? Because most of the one on one’s are to go over things.
Once you have established the agenda, it can be really beneficial to have your employee take ownership of it. Of course there will be parts where you lead and ask questions, but if they drive the agenda there are several benefits, including forcing them to be well prepared, accountable for actions and outcomes, they learn how to drive a meeting, and in general, become responsible for their own career. If your entire 1:1 is only about operational/work matters then it's not really a true 1:1 anymore (check out the other videos on this topic). Hope that makes sense.
30 mins each week x 10 employees = 5 hours per week. This seems excessive. Monthly maybe
Weekly with 10 direct staff is a bit heavy; personally I’d reduce to fortnightly. Monthly is better than nothing, but will be difficult to maintain continuity through discussions. Does depend on your situation though, including the type of business and other factors - at the end of the day, you gotta do what suits you and what is sustainable, bearing in mind that 30 mins weekly is the “standard”.
Footnote: 10 direct staff is heavy in general, so if you’re able to create another layer (team leader, manager) and have some staff reporting to them, this will help also.
What about 18 directs?
9 hours per week. I’m on the fence but leaning toward weekly, calculating that it saves more time in the long run.
All depends on your situation and also the type of roles. On the face of it, that’s a really heavy load so I’d personally consider fortnightly 1:1s, maybe with a. Few exceptions for individuals who require more. Also if you have some more senior people on your team it may be an opportunity to have them act as coaches and upskill as leaders by doing fortnightly buddy/coach sessions with the more junior staff, not to replace, but to augment your fortnightly 1:1s.
@@hrdv2 18 direct reports is a lot ! I would say you have three possible directions : you can either invest a lot of time in the management of these 18 people, but that means management is the main part of your job. If you are also expected to be a direct contributor on top of management, you can either decrease the frequency (yet, less than twice a month looses most of the 1o1 value in terms of sync and capacity to clean the air for mundane mishaps), or, third option, you can sometimes organise those 18 people into sub teams (or squads, or whatever) with a leader or relay with which you have weekly 1:1s. She, in turn, has weekly 1:1s with the other team members whom you meet once a month.
With all due respect how about suck it up. Bonuses are only because of them.
❤
the😮😮t😮w😮t😅😅