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jpease committed Mar 29, 2024
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You've likely had help along the way in your career. I know I have. The
people on your team need support too.


## The Business Obligation
A successful business is made of strong teams. Strong teams are made of well
supported individuals. A business is right to expect that managers are aware of
Expand All @@ -20,36 +19,52 @@ successful.

## A Humane Approach
What you should discuss is dependent upon the needs of the individual. In most
cases, it will vary from week to week.
cases, it will vary from week to week.

### Building Trust
For 1on1s to be effective we need to build an environment of trust. I've found
two of the most important things we can do are to **genuinely listen** and
**reliably follow through** on any action items you take on.

In addition, a technique I've used is keeping shared notes. My direct reports
can see exactly what I write down about our conversation. I also encourage them
to take note of anything they'd like to talk about that they think of between
1on1s. This helps us both come to the conversation prepared to get the most out
In addition, a technique I find valuable is keeping shared notes. My direct
reports can see what I write down about our conversation. I also encourage them
to take note of anything they think of between 1on1s that they'd like to talk
about. This helps us both come to the conversation prepared to get the most out
of it.

### The Standard Questions
{: .tip}
Feel free to copy, use, or repurpose this [1on1 Template](https://docs.google.com/document/d/1XRDW5cw4BM99lix-x-ilWMFFU_ZOW4qH0xnwfTdrE8Q/edit?usp=sharing)
for your shared notes.

### Frequency
* **Direct Reports**
I strongly recommend a weekly 1on1 for all direct reports. If you find a weekly
schedule seems too much, that tends to indicate either too many direct reports
or misguided priorities.

**How are you doing?** A simple question that is an excellent low-pressure way
to start a 1on1. But where do you go next? Here are three more that I find worth
including on a weekly basis.
* **Skip Levels**
The frequency of these will often be dictated by the number of staff in the
team, department, or organization that you are responsible for. The advice I'd
offer is to schedule time each week to hold a few of these. I find they are an
important tool to keep a holistic viewpoint.

### The Standard Questions
**How are you doing?** This simple question is an excellent way to start a 1on1.
But where do you go next? I find these three questions worth asking on a weekly
basis.

* Is there anything you would like to talk about?
* How can I help?
* Do you have any questions for me?

What makes the above questions so useful is their open-endedness. It provides
us an opportunity to find out what is on the mind of the other person. **Be
sure to listen attentively.**
{: .note}
These open-ended questions create an opportunity to find out what is on the
person's mind.
**Be sure to listen attentively.**

### The Extra Questions
The following questions may not be necessary on a weekly basis, but I've found
them valuable to keep a pulse on staff and teams.
These questions may not be necessary on a weekly basis, but I've found them
valuable to keep a pulse on staff and teams.

* Do you know and understand the team's current obligations and priorities?
* Do you feel there are any blockers preventing you or the team from doing
Expand All @@ -62,28 +77,21 @@ their best work?
* Has anyone been especially helpful?

{: .tip}
Questions that make you feel nervous about the answer you may get are often the
most important ones to ask.
You may feel nervous asking some of these questions. Don't let that stop you.
**These are often the most important**.

### Coaching
For some things in life, showing up is enough. Coaching is not one of those
things. To help a person realize positive change requires forethought and
preparation specific to the individual.

While the 1on1 isn't the only tool at our disposal to promote staff
development, its regularity does make it one we shouldn't overlook.

One way to think about coaching is development that involves their goals, your
goals, and performance issues. At times two or more of these may overlap, but
not always.
things. Coaching involves their goals, your goals, and performance issues. At
times two or more of these may overlap, but not always. To help a person realize
positive change requires forethought and preparation specific to that individual.

Here are some questions that can help us prepare.

**Their Goals**
* What goals does this person have?
* Do they clearly understand the next steps to focus on?


**Your Goals**
* What potential do you see in this individual?
* What change do you want to see them achieve?
Expand All @@ -98,19 +106,6 @@ Here are some questions that can help us prepare.
* Does the person have the resources available to make those changes?
* Does the person know those resources are available?

### Frequency
* **Direct Reports**
I strongly recommend a weekly 1on1 for all direct reports. If you find a weekly
schedule seems too much, that tends to indicate either too many direct reports
or misguided priorities.

* **Skip Levels**
The frequency of these will be largely dictated by the number of staff in the
team, department, or organization that you are responsible for. The advice I'd
offer is to schedule time each week to hold a few of these. I find these are an
important tool to keep a holistic viewpoint.


### The Pitfalls
Here are some traps to be aware of that, if we fall into, largely defeat
the purpose of the 1on1 and leave us with critical blind spots.
Expand All @@ -121,5 +116,5 @@ working on.

2. **The Social Visit**
There is no need to keep a 1on1 strictly business. In fact, discussing topics
unrelated to work is a great idea. The risk is when those topics overshadow, or
even cause the exclusion of, the important topics highlighted above.
unrelated to work is a great idea. However, don't allow those topics to cause
the business critical items to be rushed or skipped altogether.

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