In the fast-paced world of technology, where startup agility meets enterprise responsibility, the traditional approach to 1:1 meetings is ripe for disruption. As organizations evolve and the middle management layer thins, leaders must adapt their strategies to maintain team well-being while driving results.
The ubiquitous weekly 1:1 has long been touted as a management cornerstone. However, in practice, these meetings can become energy drains, especially for leaders juggling multiple responsibilities across business verticals. When calendar real estate is at a premium, endless 1:1s can hinder rather than help productivity.
Consider a more dynamic approach:
- Prioritized 1:1s: Schedule meetings based on need rather than routine. This allows for focused, meaningful conversations when they matter most.
- Ad-hoc Syncs: Foster an environment where quick huddles can replace formal sit-downs, enabling real-time problem-solving and decision-making.
- Something that struck a chord with me was @dharmesh ‘s flashtags. In retrospect, I have found a great amount of pragmatism in doing this when the team looks up to the manager for communication and feedback, especially during crunch times. These hashtags can help communicate in a more structured manner, especially to provide context, background, and assist in the interpretation of the message. Understanding the three works wonders for the team that gets them and plays havoc for those who don’t get them. The onus lies on the communicator i.e. the manager in this context to set all of them. Adding a series of flashtags at every stage of the company is crucial as problems faced and opportunities one wants to go after could be different at different stages, but having a foundational one should suffice.
- Extended Group Sessions: Replace multiple short meetings with longer, in-depth discussions involving key stakeholders. This approach can bridge silos and streamline communication.
- Open Forums: Host regular “open door” sessions where team members can drop in, fostering organic interactions and cross-pollination of ideas.
- Focused Work Blocks: Reclaim time for deep work, strategic thinking, and hands-on contributions to critical projects.
The single biggest problem in communication is the illusion that it has taken place
George Bernard Shaw
This flexible framework allows leaders to maintain connections with their teams while avoiding the pitfalls of excessive meetings. It’s particularly relevant in today’s “what did you deliver today” culture, where tangible outcomes take precedence over process adherence.
Remember, the goal is to create a culture of empowerment and accountability, not micromanagement. By using 1:1s tactfully and supplementing them with other communication channels, leaders can strike a balance between guidance and autonomy.
In the post-ZIRP era, where efficiency is paramount, reimagining our approach to team management isn’t just beneficial—it’s essential. The most effective leaders will be those who can cultivate high-performing teams without succumbing to meeting fatigue.
Do you think adapting the 1:1 process with changing times is important and it should be the manager’s discretion to tone it up and down depending on the needs of the team and organization, justified? Let me know your thoughts.