The unreasonable effectiveness of one-on-ones

Re:The unreasonable effectiveness of one-on-ones by JumpCrisscross on Monday January 31, 2022 @04:10PM (#30154398)

If I’m meeting with someone and it’s all status updates and pleasantries, I try to change it, and, if I can’t, to leave. If you find every meeting you’re in to be useless, consider the common factor.

When done properly, 1:1s are powerful. But they require at least one side to be willing to be vulnerable. To talk about problems and weaknesses and needs. That doesn’t come naturally to most of us, and requires practice and intent to become habit.

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Re:The unreasonable effectiveness of one-on-ones by heymijo on Monday January 31, 2022 @04:15PM (#30154479)

They require the person with more power to respond positively to any gambit that shows vulnerability.

A direct report may try a couple of times to go deeper or be vulnerable but if the manager isn’t receptive that 1:1 just became perfunctory into perpetuity.

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Re:The unreasonable effectiveness of one-on-ones by NAHWheatCracker on Monday January 31, 2022 @06:14PM (#30156178)

This is exactly the issue I've come across.

I'm a very candid person and I have no issues saying exactly what's on my mind when I'm comfortable.

I've hardly ever seen my managers speak anything but the party line. I can't get comfortable talking about issues with someone who doesn't believe there are problems.

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