Submitted by bonomodr on
in
Forums
I just left a fortune 50 company and joined a small company that employs only 20 people.
The company just put in middle managers (everyone used to report directly too the owner). Recently we have canceled weekly staff meetings so everyone has more time too work. How do I sell On on ones to my boss?
Personally I believe that would would be an effective direct under an environment created by a manager who follows the Manager Tools principles.
New job, Young company no one on ones.
If you have directs, do one on ones with them. If your boss is worried that they're not "working" you can explain that you're working with them to get higher performance overall.
You can't schedule one on ones with your boss. You can ask for time on their calendar and provide a short agenda of issues you'd like to discuss.
John
New job, Young company no one on ones.
I would implement them without asking my boss in advance. I'd just do it. Why start drama around the topic when it is possible that when you initiate them with each person, nothing will happen and no one will care? If you ask, you will be told no and have to propose it fifty times before they say yes.
I do not ask my boss before I change my people's work flow, desks, etc. I only go to my boss to ask for more headcount or for permission to spend money. If what I am doing impacts other teams, I work it out directly with those teams. If they complain to my boss out of fear, then I explain what I am about.
As the manager, it is my job to manage my team's work life. Not my boss's.
New job, Young company no one on ones.
I'm going into a very similar situation as bonomodr, except I didn't just leave a Fortune 50. I'm going to start by asking my boss for a O3 with him. Once he sees the value I think he will be eager to do it with my peers as well.
I'm not going to start with "Let's have a one on one." I'm just going to ask for a 30 minute, weekly appointment so we can discuss what happened last week and what's coming up. I'm sure that we will end up on the topic of Manager Tools and I hope he ends up listening to the casts himself. Until then I know I can make them effective meetings by following the cast on O3s for the direct.
You can't manage your boss, but you can communicate better with them.
New job, Young company no one on ones.
Cruss: please update on how this goes...
I'm anticipating wanting to initiate MT principles at my next job with my boss. Curious to get some initial input
New job, Young company no one on ones.
[quote="cruss"]
I'm not going to start with "Let's have a one on one." I'm just going to ask for a 30 minute, weekly appointment so we can discuss what happened last week and what's coming up.[/quote]
Ok so my new Boss did just come from a Fortune 100 company. When I asked him about a weekly meeting he said "Oh yah, we called those one on ones." I kinda lost my ability to think for a moment as I suppressed the urge to do a happy dance. He doesn't have any structured format for the meetings but we have discussed MT and he's very interested. One difference is that he abbreviates one on one as 1:1 which I thought was interesting.
New job, Young company no one on ones.
I'm having trouble posting so I apolagoze if there turns out to be two posts.
So here goes. I would agree with USA41's approach to go forward with one-on-ones. Just Do It! For all the reasons that were mentioned in USA41's post. This is espectially true if you have a limited number of direct reports. In fact you don't even have to call them one-on-ones call them meetings, get togethers or whatever works.
Implement and continue with them as outlined in the MT podcasts.
Lets see what happens.
MXW 8)
New job, Young company no one on ones.
cruss: keep up the Happy Dance! :lol:
bonomodr: You're putting in a proven method for increasing productivity and effectiveness. Why ask if you can?
-Hugh