1-on-1 meetings between managers and direct reports are one of the most important management tools. They should be scheduled weekly for 30 minutes each and have a structured agenda focused on the direct report. The meetings are about building the relationship and focusing on the direct report's priorities, not the manager's. Regular 1-on-1s help managers develop their teams and ensure strong retention through open communication and understanding employees' needs.

1. 1-on-1’s
a single most important
manager’s tool
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2. © 2018 GlobalLogic Inc.

3. Do you do 1-on-1’s?
− half-hour long
− scheduled weekly and
rarely missed
− structured specifically
according to the agenda
− with every single direct
report
− about relationship
− notes & follow-ups on
every meeting
1-on-1’s are:

4. Management Trinity
1-on-1’s A to Z
it’s all about THEM
timing
structure
location
1-on-1’s as a Framework
01
02
03
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5. Management Trinity01
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6. Trinity
− 1-on-1’s
− feedback
− coaching
− + delegation
trinity:

7. Relationship
− They encourage great professional relationship through regular communication.
− “Encourage” means “future”.
− Want a team? Build trust!
− Want trust? Build relationship!
− Want relationship? Build communication!
− “Quantity” means “frequently” (at least weekly).
− “Quality” means talking to people about things that are important to THEM.
GREAT managers have GREAT professional relationship with their directs.

8. 02 1-on-1’s A to Z
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9. It’s all about THEM
− It’s easy for a boss to go
down – not vice versa!
− It’s not about YOU – it’s
about relationship
− It’s not about WORK –
it’s about relationship
− Go deeper! It’s not
micromanagement.
it’s all about THEM:

10. It’s all about THEM
Micromanagement:
− You tell people what to do, how to do it and when to do it.
− You tell them how to do it your way.
− You watch them doing it, and correct them when they don’t do it your way.
− And when it doesn't work out the way you want it, you push them out of the way, finish
it and take credit for their work.
− And then tell them they did it wrong.
− All the time.
− With each and every of your directs.

11. It’s all about THEM
− It’s easy for a boss to go
down – not vice versa!
− It’s not about YOU – it’s
about relationship
− It’s not about WORK –
it’s about relationship
− Go deeper! It’s not
micromanagement.
it’s all about THEM:
− But don’t forget to pick
your head up!

12. Timing
− Don’t dismiss your role power –
just spend time on relationship.
− Those who do 1-on-1’s don’t
spend extra time – they free it up!
− Scheduled means “you ARE
important”; unscheduled means
“you MIGHT be important”.
− You are not that busy to do 1-on-
1’s!
− Schedule in 2-4 weeks from now.
timing:

13. Timing (contd.)
− Many people don’t feel comfortable without preparation.
− Why not monthly?
− Why not bi-weekly?
− Why not switch the frequency?
− Why not 15x2 minutes?
− Not all the meetings are equally important. 1-on-1’s are.
− And thus they are rarely missed: don’t cancel – reschedule on the same week!
timing:

14. Structure
− Q: Why structure in relationship-
building meeting?
− A: Because it’s BUSINESS
relationship!
− 10-10-10 agenda.
− Let them start.
− Your discipline should battle your
role power.
structure:

15. Location
− You don’t do 1-on-1’s in public.
− Though complete privacy is not
mandatory either.
− Don’t visit your directs at their
places.
− Your cubicle is just fine!
− Occupied conference room is not
an excuse.
− Phone 1-on-1 isn't better than face
to face, it's better than nothing!
location:

16. 1-on-1’s as a Framework03
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17. 1-on-1’s as a Framework
− Retention is not opposite to
attrition.
− Identify “lottery winners”.
Retention:

18. 1-on-1’s as a Framework
− If somebody's not performing,
− if they're whining and complaining,
− if they're bringing the performance of the whole group down…
− Give them feedback,
− give them lots of feedback,
− tell you love them, care about them and want to help them,
− coach them,
− set standards for them,
− and if they can't meet standards - fire them!
− And watch your retention goes up when in fact you've just increased your attrition.
“Lottery winners”:

19. 1-on-1’s as a Framework
− Retention is not opposite to
attrition.
− Identify “lottery winners”.
Retention:
− Put pay out of the context
− Ask monthly.
− Measure quarterly.
− Use this info for development and
succession planning.

20. Q&A
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21. Sources
http://www.manager-tools.com/
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22. Viktor Matusov
Director, Engineering
S BigTicket86
viktor.matusov@globallogic.com
Thank you!
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