I listened to many manager tools podcasts and I'm very excited about them. I like a lot of the concepts and ideas.

So, this month I took over my 2nd management position with 20 directs. I would like to introduce the One-on-Ones, but I'm not sure about the frequency. Weekly One-on-Ones don't look feasible for me. Should I make a difference for teamleads?

What are your recommendations?

Thanks a lot!


flexiblefine's picture

I've just been listening to the one-on-one podcasts from the beginning of the Manager Tools series. The suggestion seems to be to do them weekly if possible, but that some situations may require falling back to every other week.

Go listen to the podcasts again (they're in the "basics") to refresh your understanding of Mark and Mike's advice.

Houston, Texas, USA
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Mark's picture

If you have 15 or more directs, start with every other week.  Then when you get into a rhythm, go to every week if you think you can. 

We know managers who have 30 directs who give each a half hour every week.  It can be done.  But don't try and fail and tarnish the process.  Build to it.


DesmondJ's picture


I was in a situation similAr to yours, so mAybe my exerience can help a little.

I have about 15 directs and oversee a unit of about 28 people. For seven years I thought I had been managing this group well, until I stumbled upon MT. I was hooked from the start.

My dilemma was similar to yours- how to fit so many meetings into your week and still get your work done.

This is what I did:
- in a general meeting I introduced the topic, explained the process and goals and answered questions. I also handed out th O3 forms.
- the first week I met with everyone. It was a challenge but wothwhile
- following this first week, the people who I already have very good relationships with or work very closely with (in terms of my main priorities) I decided to meet with less frequently.
- I am involved in the finance and payments unit which is pretty routine in terms of tasks. In many cases, after the first few weeks, many of these meetings I was able to carry out in 15 minutes or so, even getting into th relationship aspect.
- being on time to these meetings has to be the expected standard, otherwise it would thow off my schedule. (I work in South America and at my staff meetings, people have been showing up on time -thanks to starting on time and negative feedback - unbelievable)

The results of the O3 which I started in October (and staff
Meetings from December:
- improved moral within the group
- improved coordination
- less work for me because I delegate more and have a tar kin system for following up on outstanding issuea
- the chance to focus on improvements and the ability to work more proactively
- more trust from my unit
- fewer rumors - at least from my unit
- reduction of duplications and assignment of new tasks
- the O3 sheet let's me keep track of topics of conversation, pending itema and problems. It also documents decisions so that I can say "on 11/14 we in fact did make this decision"

I wish you luck as you enter into this new world of management. I am passionate about MT because th advise and guidance worka, as Mark and Mike always say