I just started my new position as manger with my company. I had the first round of O3's with my new staff. They had never had them before and neither have I so it was a bit new feeling for us all but very informative.
I started each one on one with a scripted set of statements. I know, I know...they go first but since none of us have ever been involved with a One-on-one, I wanted to tell them what this was all about first and lay some ground rules. Basically, reitterate what Mark's e-mail (which I cut and pasted shamelesly, BTW) said about O3's.
My first messages to my directs:
1. I care about performance. I will not micromanage but set an objective and timelines, they are responsible for results. Their old boss was a micromanager who overrule just about every choice that they made. I felt it was kind of important to let them know this without mentioning their old boss's name or how he browbeat them.
2. I care about them as employee's and getting them to where they want to go. Development plans are on everybody's task list now.
3. I laid out some of my first tasks as a new manager. Fit into the position is the most important one. Another was to interview all of our internal customers to find out where we can help. I told them that I will not be changing anything immediatly and that it was business as usual for the first 90 days.
Some of the most disturbing things that my directs relayed to me:
1. Three out of five stated that their development plan was to make it to retirement in two years.
2. Each of these three thought that the other two were lazy.