One-on-Ones

Team co-location can greatly improve team interaction and efficiency. However, just like it can lead to tighter collaboration on positive efforts, it can also enable individual discontent to spread like wildfire. A team member shares a complaint, and pretty soon the whole team can be dragged down. Rather than launching into damage control mode whenever problems arise, I prefer to preemptively address individual concerns by having regular one-on-ones with team members.

What is a One-on-One?

One-on-ones need to be regular and for no reason at all. If team members think that one-on-ones are another way of saying, “you screwed up,” then any hope of open feedback is out the window. If there is a serious issue to discuss, this should not happen in a one-on-one, but rather in a scheduled, more formal meeting. The point is that if you develop trust, team members will open up to you, enabling you to address their concerns.

Lots of managers advocate a set agenda for one-on-ones, but avoid that like the plague! Let the team member discuss what they want. This might be anything from what they are working on today, to project critique, to career development goals, etc. It may even spin off into a discussion about their photography hobby. I like to do 5-15 minute “one-on-ones” about 1-2 times per month with each team member. Sometimes we grab a conference room or take a walk to the 7-11 for a Slurpee.

Some people will ask for feedback on their performance. I try to shoot straight, but maintain at least a 2:1 positive to negative ratio. I try to be specific, not just “You are a good developer,” but rather, “Great job knocking down the obstacles that arose with your data conversion effort so that you delivered on time; well done.” When you give negative feedback, be constructive, discussing concrete steps that they can take for improvement.

Benefits of One-on-Ones

As I met with a developer for his first one-on-one I noticed that he was a bit suspicious, waiting to hear the *real* reason for the meeting. When the meeting ended, he seemed a bit surprised. The next time we met, he tested me by launching into a critique of one of the project processes. We had a good discussion, and at the end he realized my motivations had been honorable. At the same time, I realized that he had a good point. Once I acted on the feedback, I noticed a change in subsequent one-on-ones, and our overall relationship. The result was more mutual respect and a more focused team.

These brief meetings lead to a better understand each other’s motivations, which can go a long way to limit misunderstandings. Team members become more likely to come to me with critique instead of complaining to the rest of the team, thereby enabling issues to be resolved before they bring down the team morale. I also learn more about their career goals, which I keep in mind and help where I can. Give it a try, and let me know if you have any other good one-on-one tips!