Sure!
For transparency: It's for O'Reilly. This is meant to be the sort of
document used in "Sign up for SuchAndSo list and we'll give you this
free paper." So it'll be free in any case.
And I like to think it'll be worth reading! :-)
Michael Ryder wrote:
Esther
Will you be sharing your whitepaper with this email list when it's
completed?
Thanks
Mike
On Fri, Jul 8, 2016 at 1:55 PM, Esther Schindler <[email protected]
<mailto:[email protected]>> wrote:
I'm mostly staying quiet at the moment because I want y'all to
speak, rather than I.
But I have a quizzical expression on my face, in particular for
those who don't find one-on-ones useful. I'd love to hear more
about your reasons for feeling that way.
And in particular -- for everyone -- please tell me what you
expect to happen in a one-on-one. What is talked about? What
isn't? (What SHOULD be? What SHOULDN'T be? Who should make those
decisions?)
Because if we each have different expectations about what such a
meeting is, we'll respond to it differently.
For instance, it kind of sounds as though some people see "one on
one" as if it's an employee review. ("Here is what you are doing
well and what needs improvement.") For someone else it might be a
boss' to-do list ("first, get THIS done, then work on that") --
which would be annoying if you both already know what the
priorities are.
So, especially if you find these meetings annoying or too
frequent... what (if anything) could a manager (or client!) say or
do to make your life easier? (In regard to communication or lack
thereof.)
Peter Loron wrote:
I’ve never found 1-1 meetings to be very useful for me. If I am
not on track or am failing somehow, come grab me immediately and
let me know. If I’m kicking ass, come grab me and let me know.
Other than that, stay out of my hair and let me get stuff done.
No reason to schedule anything. If there’s a reason to talk, then
do it immediately. If there’s no reason, then don’t waste my time.
-Pete
*From: *<[email protected]>
<mailto:[email protected]> on behalf of Matthew
Butch <[email protected]> <mailto:[email protected]>
*Date: *Friday, July 8, 2016 at 06:34
*To: *Esther Schindler <[email protected]>
<mailto:[email protected]>
*Cc: *Discuss <[email protected]>
<mailto:[email protected]>
*Subject: *Re: [lopsa-discuss] Attention hive mind: Advice on
doing one-on-one meetings?
From the employee side- I HATED weekly scheduled one on ones.
That’s way too frequent and interrupted my workflow. I would say
at max once a month, though I could see longer time frames
depending on the person- every other month, every three or every
six (the max it should be). Honestly, I think it depends on the
employee, and maybe depends on where they are at in their career.
I’d probably review the frequency every six months.
Scheduled is probably a good so that employees know they have
time with their manager, and can prepare.
Be absolutely clear about what it is for. I had one manager who
clearly started them because he wanted to start controlling and
micromanaging us, and I hated that.
The agenda that I prefer is a free form discussion of what ever
the employee wants to talk about, maybe with a few prompting
questions- How’s the work/life balance, how’s the stress level,
anything bugging you, where do you want to go in your career. I
don’t want it to be status updates (where are you at on this
project, etc) because those are for team meetings or I can
approach my manager separately as needed instead of waiting.
I can certainly fill in more details about my experience if you
need it.
I hope that helps!
On Jul 7, 2016, at 17:22, Esther Schindler
<[email protected] <mailto:[email protected]>> wrote:
Once again I'd like your input. I like to think the subject
is interesting enough that you'll enjoy responding.
This obviously isn't networking-related, but it certainly is
germane to techies. Or, really, to anyone who works in a
corporate environment.
I’m writing a white paper that aims to give advice to
creative workers (and to software developers in particular)
about how to do one-on-ones well, in a way that benefits
everyone (manager, employee, company… heck, the whole world).
Fortunately, this isn’t a short piece, so I have some room to
spread out. And I'd like your input (privately or publicly).
The key question: *What should people know about
manager-and-worker one-on-one meetings? *
What do you wish your manager or employees had understood?
What did you appreciate when they did?
Among the topics I’m going to cover: why one-on-ones are
important; what dire things happen when you don't do them, or
don't honor that process; how the one-on-one is different
based on your roles (manager/peon, client/consultant,
mentor/mentee); logistics and timing; what you should expect
to talk about... and NOT to talk about; real life examples
(and lessons to take away from them); judging success.
I’d love to hear from you about your advice and experience
with one-on-ones – both the good ones and (even more
valuably) when things did not work ideally. Tell me your
stories. Anecdotes are awesome. If they happen to fit in any
of the categories above, that’s groovy; if not, that’s cool too.
You don’t need to be an “authority” on HR or doing
one-on-ones. I want real-world experiences!
It's completely okay to be anonymous; the point here is to
share advice. Though if you would like to be quoted, that's
do-able. (Context does help; if you've managed developers for
12 years readers will get a different perception than for
someone on her first job.)
--Esther
twitter.com/estherschindler <http://twitter.com/estherschindler>
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