What is the most effective frequency for 1-on-1 meetings with direct reports?
Once a week30%
Once every 2 weeks48%
Once a month16%
Adhoc4%
What 1-on-1?0%
1306 PARTICIPANTS
VP, Information Technology in Consumer Goods, 10,001+ employees
I feel like this depends on a lot of variables, such as: do you see each other nearly everyday (work in same office vs remote), how much coaching does the person need, are there external factors influencing the person (challenging stakeholders or sensitive projects). It’s not a one size fits all, but the key is to always have the next meeting booked in the calendar.Group Chief Information Security & Data Protection Officer in Construction, 10,001+ employees
The way I structure it is simple -1. Accomplished last week or as agreed
2. To be accomplished this week
3. Issues / support required
It keeps things on track and I don't need to nudge them. They have their deliverables and I have mine :)
Director in Manufacturing, 1,001 - 5,000 employees
This is highly dependent on the maturity of the employee, the complexity of the deliverables, the degree of risk of failure and the cost to the business of failure I had an employee with 40 years of experience I normally met with once every two weeks. But during his $1+million dollar project with a risk cost exceeding $10 million we formally met twice a week plus had a quick text ping every day. Key to any of the interactions with a junior employee or experienced is clear expectations
I always did written (electronic) meeting minutes with actions, due dates, measurements of success etc and shared them and posted them in our Teams folders unless performance improvements based (HR Private)
I always had a global team even pre-pandemic. In one sentence, clear documented expectations are key to successful 1:1 meetings at any level of experience. And a real leader does the documentation because I believe a failure in communication of expectations is at least 51% on the leader and usually a much higher percentage
Own the performance of your team or get out of leadership
Group CTO in Finance (non-banking), 201 - 500 employees
Daily 30 minutes is the most effective meeting with the team and probably one in 15 days 1-1Managing Partner, Partnerships & Strategy in Software, 1,001 - 5,000 employees
“It depends” looks to be a common theme and I generally agree with the comments here. Lots of variables as well as what the purpose and content of the 1:1 is. I tend to have more regular touch points (daily checkins, weekly 1:1’s) when there are lots of changes, new team members, etc. For more mature teams and reports, every fortnight is a cadence that seems to work. But then again it depends :)Founder and Chief Sales Energizer in Services (non-Government), 2 - 10 employees
When sellers are now or if they are struggling, once a week or more often might be helpful. CTO in Healthcare and Biotech, 11 - 50 employees
When you have a new team I suggest it should be weekly. Then, after you’d set with them objectives to be met in the 1:1s and reach them, switch to bi-weekly ( It could take some time, so don’t push it, let it flow organically )Principle Consultant in IT Services, Self-employed
From Manager Tools, "30 minutes every week talking to the direct about their work." Worked well for me.Chief Data Officer in Insurance (except health), 51 - 200 employees
Every 2 weeks for me BUT it isn't just about work...it is about checking in on them, 2 way comms of things going on...not a discussion of targets and priorities all the timeSenior Director, Supply Planning, Philips Connected Care in Healthcare and Biotech, 10,001+ employees
I find weekly 1:1s to be a good way to build a strong relationship and better understand the thought process of my team members. If I get less frequent than this, I find the meetings devolve to content updates.Content you might like
Production45%
Backup65%
Replication33%
Non-production DBs (Dev, Training, QA, etc.)30%
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Very important.31%
Important.60%
Not necessary.5%
Not important at all.1%
880 PARTICIPANTS
Head of Cyber Security in Manufacturing, 501 - 1,000 employees
I would say, DPO and Security team both shall be involved and work hand in hand.Most of the time the legals and or DPO don't have the technical acumen to understand when data is floating to third party services.
Lets ...read more
CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.