How to optimize 1:1 meetings with your manager
People leave managers not companies, so the saying goes.
Your relationship with your manager is a critical input into your job satisfaction. Regularly scheduled, productive one-one meetings are the backbone of strong relationships.
As a general rule of thumb, we recommend weekly one-ones. When you increase in tenure and seniority, you can transition to a bi-weekly cadence.
To add structure to your 1-1s, we created a template that you can fill in each week and share with your manager. The template is a living document that builds off itself.
Our template will help you move toward strategic discussions with your manager, rather than just delivering information that can be communicated asynchronously. We recommend these discussion items:
This week’s wins
Areas where advice/information/support is needed
Big to do’s for next week
Upcoming decisions
Additional items
Here are 3 tips for using this template:
Focus on impact, not minutiae.
Set the plan.
Be honest.
Below, we’ll dive deeper into each of these tips.
1. Focus on impact, not minutiae.
Managers care about the impact of your work, not the gory details. Unless you are explicitly asked to share granular details, stay out of the weeds.
When you are asked about the details, be prepared to answer questions. Know the how inside out. Just don’t lead with it.
Peers at your level care about the how. Managers care, first and foremost, about the what.
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Here are a few examples of how to distill your work into manager-ready updates:
2. Set the plan yourself.
Once you reach a certain level of tenure and seniority, you need to be the one setting the direction. In your 1-1s, lay out your next steps and roadmap. Then, get feedback and input from your manager.
As you progress in your career, transition from viewing your manager as a task giver or task monitor. Stop asking, What should I be working on? Know the answer and clearly communicate it.
Pro tip: It’s usually better to set realistic targets and exceed them. Don’t make promises you’re not sure you can keep without being explicit about probabilities.
3. Be honest.
If something isn’t going well, be upfront about it.
You want to let your manager know as early as possible if an initiative is flailing.
Be factual and direct about the circumstances and then cover SAL:
Solution: What is the solution to the issue? Lay out the immediate next steps you are taking to address the challenge.
Assistance: Tell your manager how they can help you resolve the issue.
Learnings: Once the dust settles, recap your key learnings and how you will apply them in the future.
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