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I suspect that it was routine for "past great leaders" to have 1:1s, which only means to have opportunities to speak face to face in private with direct reports

I suspect that it was routine for "past great leaders" to have 1:1s, which only means to have opportunities to speak face to face in private with direct reports. The modern 'open space' office makes it impossible because it is effectively a panopticon where everyone is in full view and hearing distance of others all the time so effort has to be made to schedule 1:1s and that may seem forced and contrived. When one had to go to their manager's private office to report of discuss something it was easier to exchange in confidence without any specific planning. My personal experience is that 1:1s are very useful not just as an opportunity to raise and discuss concerns but to create rapport and talk shop openly and informally.

ghaff 3y ago
There's probably truth in that. If I think back, I'd have 1:1 talks with managers all the time in prior lives but I'm not sure I ever had standing 1:1s. Even at my current company, we often theoretically had regular 1:1s but with travel and other schedules they could end up being every month or two.
throwway120385 3y ago
The only way I've found to have effective 1:1s is to come armed with pointed questions about how things are going, and to actually be aware of what your reports are working on and who they're working with enough to know what questions to ask. They don't work if you're passive. You can surface a lot of vague feelings of unease or satisfaction with initial questions that you can turn into in-depth conversations, and those usually tell you what the person's preferences and areas of growth are. I think no matter what structure you put in place as a manager you still have to get to know your reports well enough to know what you can and can't confidently ask them to do.
ethbr1 3y ago
1:1 feel like an unhealthy commingling of management with mentorship. Better the two are distinct. You have a relationship with your manager. You have an optional relationship with a mentor. There's no reason for both to be the same person. In all probability, your manager might not even have the skills to be a good mentor. And they certainly don't have aligned incentives while also people-managing you.
- not2b 3y ago
  You can have a regular 1:1 with your mentor, even if that person isn't your manager. I have a regular 1:1 with a developer who will eventually take over some of my responsibilities, but he doesn't formally report to me.

ghaff 3y ago

There's probably truth in that. If I think back, I'd have 1:1 talks with managers all the time in prior lives but I'm not sure I ever had standing 1:1s. Even at my current company, we often theoretically had regular 1:1s but with travel and other schedules they could end up being every month or two.

throwway120385 3y ago

The only way I've found to have effective 1:1s is to come armed with pointed questions about how things are going, and to actually be aware of what your reports are working on and who they're working with enough to know what questions to ask. They don't work if you're passive. You can surface a lot of vague feelings of unease or satisfaction with initial questions that you can turn into in-depth conversations, and those usually tell you what the person's preferences and areas of growth are. I think no matter what structure you put in place as a manager you still have to get to know your reports well enough to know what you can and can't confidently ask them to do.

ethbr1 3y ago

1:1 feel like an unhealthy commingling of management with mentorship. Better the two are distinct. You have a relationship with your manager. You have an optional relationship with a mentor. There's no reason for both to be the same person. In all probability, your manager might not even have the skills to be a good mentor. And they certainly don't have aligned incentives while also people-managing you.

not2b 3y ago
You can have a regular 1:1 with your mentor, even if that person isn't your manager. I have a regular 1:1 with a developer who will eventually take over some of my responsibilities, but he doesn't formally report to me.