I told my directs about the one-on-ones and that I wanted to start having the meetings, but before doing so I wanted them to listen to the podcast.  I gave them three weeks. Only one of four actually listened.  Is it time to give feedback to the other three?  The direct that did listen to the cast said "you only want to have one-on-ones so we won't be in your office as often!"   That is not my intent.  Now what?  Should I have asked my directs to listen to the podcasts?  

tlhausmann's picture
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To what extent did you introduce O3s verbally or by email with your directs before directing them to the podcast? It is not clear whether you introduced the notion in advance. Nevertheless, what is done is done.

You are getting pushback and a recent cast covers the topic:

For your directs, this is a fact, for you this may be a change as well. Give it time and the process will work. I also recommend going back and listening to the casts on the DISC communication model.

Welcome to the forums.

ccgisme's picture

Personally, I've always viewed the MT casts as being for the Managers and not the directs - at least not the individual contributors, I realize directs can be managers too.

If you've discussed O3s with your directs and asked them to listen to the cast to supplement their knowledge, I'd say just start and take a few minutes of the first meeting to explain what O3s are and why you are doing them. If you haven't discussed O3s with them, you might consider taking the text of the sample email, editing it if necessary, and sending it out. 

If you follow the letter of the trinity roll-out, you don't start giving feedback until 6 months after rolling out O3s and then you start with positive feedback to your top performer(s). But, as will all things, it's up to you how you go forward.

I started O3s in August. I have one direct who has been minimally resistant, but it's been worth it!


StllSmyln's picture


Gashland: Your response will be somewhat shaped by whether you gave instructions to listen to the podcast, or merely a suggestion. In either case, one approach could be to use their having listened (or not) as an ice breaker during the one-on-one. It will give you a fairly safe way to begin the dialog, which is the whole point of O3s. In both cases, you get an opportunity to explain why you want to spend more time with each of them. It may even encourage some to go back and listen.
Remember to try to communicate the “why”, and let the “how” follow. You are excited about finding a tool that can lead you the Holy Grail of Management; a high functioning team. As a high D, my first inclination was to run right in and tell everyone how we were going to change the world. From my Directs’ perspective, this was just another “horse-crap meeting” (direct quote) that they do not have time for. Show them your vision.
On a related note, I’m actively encouraging Directs listening to Manager Tools. Firstly, it shows initiative and drive on their part. Business reading, listing, and learning are the tools that the cream uses to get to the top. Secondly, sources like MT, HBR, and a few select others provide the knowledge base for me to mentor and train the people who will be managing with me in the future. We get to spend more time talking about the tactical approach to a specific situation, and less time discussing the general strategy.
Soldier on, my friend. They do get easier.

430jan's picture

I have a couple directs that have teams they manage. They both started at the same time and having them listen to the "basics" was non-negotiable. For the skips, I have mentioned them as a resource, but not required that they listen. Remember that they whole reason that we do these is to gain a relationship. If you are just starting the O3s you are going to have to give it time. The fact that they are resisting this is even more reason to roll out the MT trinity.

Pursuing this way of doing business has brought benefits over time, but it is not magical. Moreover, it was the only way I could ever see leading people. Keep on keeping on.