One on ones should only exist for manager/leaders and direct reports
One on ones are key meetings in most companies, they occurs between many employees and can fill up to 20h per week for managers (really)…
Some examples
While 1–1 are crucial in many ways … they are in most cases merely a shortcut for poor discoverability, poor documentation and outdated working practice. Does the following sound familiar?
“I was talking to Iza who told me that to use this new feature you need to rise a request with his team and talk John to see how they will handle it?”
“During my catchup with Jacob, we decided to implement solution A”
“Hi, I am trying to understand the code for A, can you give me a walkthrough?”
What is the issue in the first situation? Well, documentation and process seem to be missing. This person seems to be merely a non scalable messenger. This does not feel right, Why was this meeting needed? this could have been a document.
In the second situation, the decision making process seems quite archaic. While this one seems obvious, many decisions are taken in 1–1 without documentation and justification. Don’t you feel excluded from the decision making process?
