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I have a direct report whom I have been having one on ones with for three months now (started right after finding MT). Yesterday he transitioned to a new team with a new manager. I went in and cancelled our weekly meeting in Outlook. He responded with a request to continue having them. :shock:

You never warned me that these could have adverse effects like this.

Granted his new duties are to be a 'vendor' to my current team and it may be useful, but I don't feel comfortable having them with someone who isn't a direct report. Any comments out there?

itilimp's picture

Ooh wow... there's praise indeed! I see where you're coming from in terms of them not being a direct report and am curious to hear what Mark have to say in terms of how to handle this one without adversly affecting what is clearly a good relationship.

smrose33's picture

Depending on the relationship your new team may have with the team your former report is in, you may want to continue. After finding MT, I initiated one-on-ones with the department heads of the functional areas that the two areas I oversee interact with most; these one-on-ones have yielded benefits in multiple areas. The biggest is that we now know what is coming down the pike for our respective groups, and have been able to support each other and/or provide historical or other information that that saves time for everyone concerned. I hate to use buzz words, but I have to say these one-on-ones with people who are not my directs have created "synergy".

mjpeterson's picture

Clearly the individual sees you as a mentor and want to continue to have that relationship. If you see this person as someone with real potential, that being in a mentoring relationship with them will probably be of value to both of you.

Mark's picture

Dan-

You're right to double clutch, but there are options. First, you have to respect his new boss, and make sure he understands that continuing weekly one on ones could be detrimental to him in that relationship. You're not his boss, you'll slip and give advice, and won't understand how you're creating conflict with him.

I'd simply change the relationship to a mentoring one, as others have mentioned, communicate that to him (along with your pleasure at being asked), and then go to every SECOND week. You've got to manage your own calendar, too, after all.

Make sure one of your routine refrains is, "you gotta talk to your new boss about that one."

Mark