One-on-One: the benefit you should look for
summary
Claims a measurable payoff: one-on-ones take about 6–8 hours per week per manager but deliver a big return, lifting engagement from roughly 20% to about 60% (a threefold increase). Concrete practices are recommended: keep a regular schedule, use a shared agenda at the start, set follow-up goals, prefer moving over deleting missed slots, and run occasional skip‑level meetings. Frequency adapts (weekly if feasible, otherwise longer sessions monthly) and success rests on active listening and clear outcomes.
AI-written summary · about
chapters (16)
- 0:00Coding to coaching people
- 2:15Defining one-on-ones
- 6:16Why one-on-ones feel awkward
- 7:40Hidden ROI of soft skills
- 9:45Boosting engagement with one-on-ones
- 13:01Practical tips for one-on-ones
- 16:52Key topics in one-on-ones
- 18:29Servant manager mindset
- 19:32What developers gain
- 23:07One-on-ones in remote work
- 25:13Advocate for one-on-ones
- 26:41Q&A: Frequency for large teams
- 28:50Q&A: Handling pushback
- 29:58Q&A: Building trust with managers
- 32:08Q&A: Convincing managers to start
- 34:38Q&A: Should managers have one-on-ones?
related talks
19mOops I'm a Manager - On More Effective 1-on-1 Meetings
41mDesigning your 1:1 - The most important meeting in your career
34mHow to do one-on-one meetings the right way
36mNo Status Updates, How I Do One-on-Ones
46mCracking the cadence of your software engineering 1:1s
07m"Are you a good or bad manager?"
31mThings I Wish I Knew When I Became a Manager
39mTaking matters into my own hands