1:1 Framework

As a manager, your performance is based on the team’s performance

As an employee, you perform well when you understand how your role contributes to the business, when you do your role well, and when your manager recognizes that you’re doing your role well.*

Why are 1:1s important at GlobalVision?

Continuous Feedback value - Feedback is the fuel for learning and growth in everything we do.
Empower everyone to make ongoing coaching and development a priority
Support the manager-employee relationship; create a space to talk openly about topics outside of projects at work

How to approach 1:1s?

As an employee

This is your chance to show why you're great at your job, to over-communicate things you're thinking about, to work through challenges, and to ask questions that you ordinarily wouldn't have had the chance to get answered in your day-to-day activities.

As a manager

This is a great time for you to listen and provide support. In a well-run one-on-one, you listen 80% of the time and talk the other 20%. In your 20% of talking, this is when you ask questions, answer questions, share important company information that wasn't shared with a level below you, or provide feedback.

1:1s are not for status updates

4 rules for 1:1s

Rule 1 - Understand why a 1:1 does and does not exist

Why do 1:1s exist?

Help you and your manager work through big blockers related to major priorities
Make sure that everything stays on track
Discuss important company information, either new or reminders
Help support career development and provide clarity around job trajectory so that no one is guessing as to what is the next role that they can grow into and what they need to do to be able to grow into that role
For both the manager and the direct report to understand how each other is feeling about the relationship

1:1s are not for:

Status updates
Small talk or surface-level talk
Just giving compliments for the heck of it to boost employee morale

Rule 2 - The best one-on-ones start before the actual meeting

The best way of making the most of a 1:1 is to come to the meeting prepared.

With the use of lists, note trackers or any other tool you want to use, it is the employee's responsibility to fill in the blanks before each 1:1 meeting. This will ensure that we are avoiding status updates and filler conversations because you’ve already thought of what will be discussed.

When challenges or blockers are identified and action items are discussed, these are great starting points for the next 1:1 meeting to make sure the blocker was dealt with and checked off.

Rule 3 - Be consistent, present and on time

Although obvious, many people mess this up…

Having consistent and regular 1:1 meetings where each party is on time and present will build trust in the employee-manager relationship, which in turn will allow both parties to grow professionally, and have a positive feedback environment and space to ask questions.

Inconsistency will bring up questions like: Do they really care? Are these really necessary? What is the value added if the meetings just keep getting cancelled?

Here are some best practices:

Read the agenda notes before joining the meeting
Turn off or close your Slack to limit interruptions
Join the meeting 1-2 minutes early
If an emergency comes up, don’t cancel the meeting - reschedule the 1:1 within the next couple of days

Rule 4 - This is the employee’s meeting, not the manager’s meeting

1:1s are a free-form meeting for all of the pressing issues, brilliant ideas, and chronic frustrations that do not fit neatly into status reports, emails, or Slacks.

Employees own the agenda and lead the conversation.
Managers help to provide some structure and guardrails so it's a consistently effective conversation week in and week out.

Best Practices

Prep, prep, prep - It is important to add all relevant agenda items before the meeting.
Have your agenda open during the meeting - Allows action items, notes, and takeaways to be added directly to the tool in a timely manner, with no need for extra documentation work post-meeting.
Document - It’s hard to remember everything, and that’s why documenting your roadblocks, hurdles and achievements is important to your continued growth!

Frequency

Direct reports: every 2 weeks
Skip-level reports: every 4 weeks
People you collaborate with: every 8 weeks

Agenda Options

Slack Lists
Google Sheets
Google Calendar invite agenda

Let us know what other tools you have found that help you keep track of your conversations!

Agenda Format

Our GV default questions:

What is your state of mind?
What was the highlight of last week? What happened unexpectedly?
And what are two things that I can do to make your week better this week?

Recommended Talking Points

Collaboration and teamwork

Who would you like me to start talking to or working with more?
What's the best way to get your input on my work?
What part of my job would you like more visibility into?
What's your preferred way to receive updates?

Feedback

Is there anything I should be doing differently? (Please provide examples)
Who on our team should I be asking for feedback?
What is something that I can improve on? (Please provide examples)
What is an area that you think I could use coaching on? (Please provide examples)
What is one thing that I could be doing that I’m not? (Please provide examples)

Productivity

What’s your highest priority right now? How can I help?
What is a process or project that I could start owning?
What are your long-term goals for the team?
Is there anything I should prepare ahead of our next one-on-one?

Career Growth

Are there any functional skills you think I should consider developing?
What skill gaps do you see on our team?
Are there professional development resources that you would recommend for me?
What new skills could really help me grow here?
Align on what the next phase of my career here might look like.

*credit to https://foundersjournal.morningbrew.com/how-to-crush-11-meetings/