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Hi, I'm Giulia. I'm an engineering manager now, but I have more than ten years of development experience.
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I'm not in love with the code as much as I am in love with people, and this became evident as my seniority grew.
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I discovered that I found more satisfaction in helping the individuals around me than in coding.
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This realization became even more evident during the pandemic when we essentially moved all our lives to our homes.
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Removing the social interaction that was part of our daily experience highlighted how impactful our relationships with our colleagues were.
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As you can hear, I am not a native English speaker, so I appreciate your kindness.
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This is my first time speaking here, and it has been a dream for a long time. I'm very happy to be here with you.
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I don't know if you'll find answers in this talk, but I have a lot of questions for you.
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Since you know me now, I want to know you. I'd like to understand how many of you are developers.
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By developers, I mean not directors or managers—just developers.
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Good, luckily, the majority of you are developers, so this talk makes sense.
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Let's start from the definition. This talk is about one-on-ones.
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You can find a lot of definitions online, but I believe the two I’m sharing are the most meaningful.
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The first definition is that a one-on-one is a regular check-in between two people in an organization.
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Usually, I'm referring to a manager and an employee, but we can discuss who the employee is, as even the manager is an employee.
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For the purposes of this talk, let's focus on these two figures: the manager and the employee.
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This means that the manager has to manage people, typically individual contributors or ICs.
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One-on-one meetings are places where you can coach, mentor, and give context to people.
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You can listen to them if they're frustrated or happy about something.
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However, there's something more in these sentences that may not be very easy to understand at first.
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The idea is that both participants grow in their roles.
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Despite the hierarchy, both the manager and the employee will experience personal growth.
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Additionally, the one-on-one must have a dedicated place in your calendar and in your mental map.
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This meeting involves being a human being, significantly.
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Now that you know what a one-on-one meeting is, how regularly do you meet your manager?
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Do you meet him or her regularly? Can you raise your hand?
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It seems that you are in a lucky group. Here’s a representation of some well-known tech companies.
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They explicitly encourage their managers to regularly meet their direct reports.
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When you’re a kid, and you do something silly, you might tell your mom, 'I did it, but my friends did it too.'
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For many Italians, the response is often 'Perfect!'—you should jump off the roof along with them.
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One-on-one meetings are encouraged, but are we doing them just because everyone else is?
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I discovered one-on-ones when I started working as an engineering manager nearly two years ago.
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They were not part of the company culture in my past experiences.
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I often felt like, 'Oh no, it’s that time again; I have to meet my director,' and felt anxious about it.
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The expectation was that I was not doing something right or my performance was lacking.
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The feeling was similar to a dental procedure—uncomfortable but necessary.
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Yet, I began to go deeper and discovered that we were actually in the realm of soft skills.
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This isn't a technical talk, but understanding soft skills and measuring them can be very challenging.
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Statistically speaking, the average employee spends between six and eight hours per week doing one-on-ones.
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That is a considerable amount of time and, consequently, a lot of money for companies.
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So why are companies willing to invest so much in these meetings?
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Spoiler alert: the return on investment is substantial.
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Companies aren't being benevolent; they want to spend their resources on something valuable.
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This brings me to the concept of the Cascade Effect.
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If you work with someone who is highly committed and genuinely cares about their job, it’s likely that you'll be influenced by their engagement.
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If your manager is enthusiastic, you'll resonate with that energy and improve your own engagement.
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This ultimately leads to better performance and satisfaction, which is fundamental for any company.
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In tech companies, employees, particularly ICs, drive the last mile of work.
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If they are happy and engaged, they will produce better results.
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However, the reality is troubling: approximately 20% of people report feeling engaged in their work.
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This is a small percentage, and the great news is that implementing one-on-ones can multiply engagement threefold.
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The question now is how we can keep people engaged.
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First, I can create space for them to discuss their thoughts.
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These discussions shouldn't only be technical—they should provide a platform for personal engagement.
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You should listen to each individual's opinion, as every opinion has its own value.
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As a manager, having one-on-one meetings gives you valuable insight into what's happening in the team.
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In larger companies, you can't directly observe team dynamics.
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Understanding what is going on within your team is crucial.
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You also have to take action to maintain a positive atmosphere.
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Monitoring toxic dynamics before they develop into serious issues is a very effective strategy.
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Preventing issues is always better than confronting significant problems later.
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With one-on-ones, you can clearly see how they contribute positively to job satisfaction and motivation.
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A structure of being listened to fosters a stress-free work environment.
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It promotes better performance overall, as early identification of challenges makes a huge difference.
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Communication becomes better through direct channels established during these meetings.
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These key elements assist in problem-solving and reducing conflicts.
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Now, I'd like to share some best practices for conducting one-on-one meetings.
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Regular scheduling is crucial; it’s vital to carve out specific time in the calendars of both the manager and employee.
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This isn't just a nice-to-have but a mandatory activity.
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If a meeting has to be canceled, it’s better to reschedule it rather than delete it.
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Deleting a meeting can convey the message that it's not important.
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Having an agenda is very useful when talking to someone for the first time.
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It helps both parties navigate possible discussion topics.
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As the relationship grows and becomes more familiar, the need for a structured agenda may decrease.
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It can just serve as a reminder for topics for future discussions.
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This approach allows both people to prepare answers in advance.
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The outcomes of one-on-one meetings should always include goal setting.
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This helps track progress in the future.
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Also, reach the meeting with a mindset of active listening.
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Many people struggle to listen because they’re too focused on formulating their responses.
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Arrive with an open mind; you never know where the discussion may lead.
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Use the time to solve problems rather than just provide or receive answers.
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It's about working collaboratively to navigate blockers.
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Try to build a healthy relationship with your manager.
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The primary discussions may revolve around company culture and team relationships.
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Consider the satisfaction with your work environment and any obstacles you're facing.
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It's crucial for younger developers to be guided in planning their daily activities.
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The focus of one-on-ones should be on helping people grow.
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Now that you have a better understanding of what one-on-ones are, let's discuss the role of a manager.
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What do you think the role of a manager should be in this context?
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One word: listen.
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Additional aspects include guiding and coaching.
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The kind of manager I aspire to be is a servant leader.
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My success is measured by the growth and success of my team.
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I know I'm doing my job well when I see my team is engaged and happy, with a healthy work environment.
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Although most of you are not managers, it's vital to note that one-on-ones provide a two-way benefit.
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As a developer, you can gain valuable perspectives during these meetings.
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Your manager can help you see the bigger picture and identify what might be obstructing your progress.
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These discussions shouldn't be perceived as judgments; they’re opportunities for improvement.
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You should empower these relationships with your manager.
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Your manager is advocating for you among clients and colleagues.
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Feel free to express your viewpoints since your manager is there to listen.
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Don’t hesitate to ask for feedback; it’s the quickest way to enhance your performance.
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Remember, feedback is a two-way street, benefiting both you and your manager.
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In larger companies, you may also want to know about company direction, plans, and challenges.
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This time can be useful for those discussions as well.
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Even if you are more reserved, your manager is equipped to assist with this process.
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Remember that these interactions are human-centric, and results are unpredictable.
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Your work may not be your top priority during some life phases, and that's acceptable.
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The pandemic taught us the importance of achieving a better balance between work and life.
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I work for a fully remote company, which prevents casual interactions in person.
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One-on-ones are my opportunity to connect with colleagues on a personal level.
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I often spend more time with my team during these one-on-ones to foster connections.
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The sense of understanding their challenges and motivations is essential.
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Recent studies show that one in four remote workers feels lonely.
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In a room of people, this is a staggering statistic.
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As a woman in tech, I appreciate seeing other women here, but we're still a minority.
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Creating an inclusive environment requires everyone to have a voice.
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Even those who are less engaged in meetings should have designated time with their managers.
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If you're already conducting one-on-ones, use this opportunity to reinvigorate them.
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Understand that you have significant power during this time.
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For those not conducting one-on-ones, consider asking your manager to start.
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There are resources available to help you lead this initiative.
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If you're contemplating a job change, remember that one-on-ones are a genuine benefit.
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In some organizations, reaching a manager can feel like a monumental task.
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Often, we only approach them when problems become unbearable.
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So, consider this when weighing your work options.
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Thank you for your time.
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Thank you for being here. That was my first time presenting, and I greatly appreciate it.
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Now you can understand why Nebul won the award for the best place to work in Italy last year and again this year.
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Do we have any questions?
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Yes, there is one over there.
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Hi! That was a lovely talk. My question is, if you have an agency with around 40 developers and only two or three managers, how often should one-on-ones happen?
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The frequency of meetings largely depends on various factors like manager time availability.
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In this case, it may not be feasible to meet weekly. Instead, consider monthly meetings.
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These meetings could extend beyond 30 minutes to accommodate discussions.
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Moreover, you might organize smaller team or retrospective meetings in addition.
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Absolutely, holding weekly meetings but in a rushed manner isn’t productive.
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Adjust expectations based on the unique circumstances you're facing.
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So, a thoughtful weekly timeline is essential.
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Two questions actually! I’m also curious if you’ve encountered resistance to regular one-on-ones with developers.
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There was indeed a case where a developer resisted personal sharing.
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We discussed meeting expectations, and eventually found a comfortable compromise.
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It's about tailoring the conversation style to suit individual comfort levels.
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Hello! I’ve often wondered how to build a trusting relationship with someone higher in hierarchy.
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The success of one-on-ones is often tied to the overall company culture.
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If the culture is supportive, it's less likely that one will face severe negative repercussions.
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Trust in this very dynamic is built within that context.
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Many companies maintain an inclusive ecosystem, mitigating fear of hierarchy.
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If you're in a testing environment, seek a path to productive relationships.
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Building relationships during one-on-ones is an opportunity for informal conversations.
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This creates a foundation wherein both parties can express themselves publicly.
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If that dynamic is missing, it could lead to larger issues.
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I’m intrigued by how you harness one-on-ones as a benefit for both parties!
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If there are one-on-ones, it's likely a company trying to create a positive environment.
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Those with less frequent meetings should evaluate their current environment.
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It may be challenging to establish if there are no routines.
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Lastly, what advice can you share with developers eager to implement one-on-ones?
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To implement one-on-ones, assess the interests and concerns of your managers.
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Share articles, leverage awareness, and show the potential advantages.
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Start discussing expectations and present goals that could be achieved through them.
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If possible, propose a trial period—maybe for a month!
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Ensure to gauge satisfaction and productivity.
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Generally, one-on-ones are about balancing the need for structured communication.
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However, avoid overwhelm!
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Prioritize value over quantity.
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Be thoughtful when planning approaches.
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The key concerns highlighted during these sessions are essential to monitor.
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Ultimately, it’s about structuring these discussions to foster meaningful connections.
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Content leads to value, leading to improvement—this is a beneficial cycle.
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Do we really have time for one more question?
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It's crucial for everyone, including managers, to engage in one-on-ones.
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These meetings aren’t just for employees, but they must be reciprocal.
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It’s a cascade effect; they strengthen relationships.
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Ensure to create a culture where these meetings are embraced!
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Thank you, everyone, for your time and questions!