From Management Syncs to Growth Opportunities

Yesterday, I was chatting with my team about how to improve 1:1 meetings and realized that some of our managers were uncertain about their effectiveness. It turns out they’re not alone—many managers in other companies face similar challenges. When not executed well, these meetings can feel more like an errand than a benefit. Indeed, if you don’t do them properly, it might be better to skip them altogether. So, let’s dive into how to make these meetings truly effective.

Overloading with Management Tasks

1:1 meetings often fall into the trap of becoming routine check-ins focused solely on tracking progress and addressing issues. This approach can reduce them to simple status updates rather than valuable discussions. Many leaders, including myself at times, have found that these meetings tend to prioritize managerial oversight over meaningful engagement. A Gallup study highlights this issue, revealing that only 26% of employees find performance reviews motivating. This statistic reflects a broader problem: when feedback sessions center solely on what went wrong, they often fail to inspire or foster growth.

Shifting from Status Updates to Growth Conversations

To truly make such meetings effective, it’s essential to rethink how we approach them. Start these sessions by inviting team members to share their recent experiences—both their successes and the obstacles they've faced. This approach not only engages them but also gives you valuable insights into their viewpoints.

Rather than focusing solely on what didn’t work, offer constructive, actionable feedback and guide your team towards solutions. For instance, instead of saying, “This feature didn’t work, and we received poor feedback from executives because it took too long to implement,” you might frame it as, “I noticed the feature didn’t meet its objectives due to an extended and complex delivery timeline. Let’s analyze what went wrong and how we can improve in future projects. For example, if the current approach makes it difficult to pinpoint delays due to the complexity and scope variations in each story, let’s explore more effective methods to streamline your workflow and improve efficiency.”

Here’s how you can transform this feedback into a coaching opportunity:

1. Identify the Issue with Context: Start by clarifying what went wrong and its significance. For example: “The feature didn’t meet its objectives because of a prolonged and complex delivery timeline. This matters for several reasons: it affects our time to market, reduces our team's effectiveness, and prevents the product team from relying on us for accurate planning and prioritization of future tasks.”
2. Discuss the Underlying Causes: Engage in a discussion about the root causes of the problem. For example: “Let’s analyze why the delay occurred. Was it due to issues with the initial design, performance challenges among developers, or problems with the testing and deployment processes?”
3. Introduce Alternative Approaches: Present a constructive alternative. For instance: “One possible solution is to implement the Unit Block strategy . This approach involves breaking down large stories into manageable tasks, allowing you and your team to monitor progress more closely and quickly identify any issues .”
4. Provide Guidance and Examples: Offer practical advice and examples. “With the Unit Block strategy, we could start by defining the types of work your team handles. For example, you might break down tasks into: Create a Design, Develop 3 API Endpoints, Build 5 UI Components, Write Unit Tests, Create Migration Scripts, and Deploy to AWS. This breakdown helps in tracking and managing each component more effectively.”
5. Explain the Benefits: Highlight the advantages of the proposed approach. “By adopting the Unit Block strategy, we can better pinpoint where delays occur, providing a clearer picture of areas needing improvement. It also helps identify if any team members require additional training.”
6. Explain the Impact on the Team: Discuss how this change can positively affect the team. “This approach could help you identify top performers in each task area and assign them ownership, which can reduce the burden on you as a Team Manager. It fosters a sense of value among team members, enhances engagement, improves collaboration, and introduces healthy competition. This allows for more effective collaboration with specialists.”
7. Encourage Development: Empower the team member to take ownership of implementing the solution. “How do you feel about integrating the Unit Block strategy into your workflow? What support or resources do you need to successfully implement this change?”

As a leader, you should come to these meetings prepared with a clear understanding of your top priorities for each manager. Identify specific areas where you believe improvement is needed and come with thoughtful observations on why these areas are crucial, what impact they have, and how they can be addressed.

During the meeting, discuss these priorities openly and explain why they are important for both the team and the organization. Ensure that the conversation goes beyond only identifying issues; it should focus on equipping managers with the tools, strategies, and support they need to succeed. Encourage them to set specific, actionable goals and commit to supporting them in achieving these objectives. This transforms 1:1 meetings from problem-solving sessions into opportunities for meaningful development and fostering a proactive approach.

Equally important is to establish at least one actionable item for the manager to own. This action item should be something they can take responsibility for and work on before the next meeting. During the subsequent session, review their progress to see if they’re heading in the right direction or if additional support is needed. Ownership of these tasks is crucial for driving accountability and ensuring continuous improvement.

The True Value of 1:1s

By reimagining 1:1 meetings as opportunities for meaningful engagement, continuous improvement, and development, we can transform them into powerful tools for growth. As Simon Sinek wisely puts it:

Leadership is not about being in charge. It is about taking care of those in your charge. — Simon Sinek

When done right, 1:1 meetings are not just about checking off tasks but about nurturing a dynamic, motivated, and continuously improving team.

The principles for transforming 1:1 meetings outlined here are not just for senior leaders managing other managers; they’re equally effective for managers conducting 1:1s with engineers, designers, and other team members.

By focusing on meaningful engagement, offering constructive feedback, and guiding individuals towards actionable solutions, these meetings can drive growth and improvement at all levels. Whether you’re discussing project challenges with an engineer or design feedback with a designer, applying these strategies helps build a collaborative environment where everyone feels supported and empowered to excel.