I disagree with Ms. Powell. 1:1s are a two way street. If I, as manager, wish to vet thoughts on an employee's career path with them, then I, as manager have an agenda to share with the employee. True, managers need to listen attentively and 1:1's are a great opportunity to practice that skill in a private setting with an employee, but managers should also see 1:1s as an opportunity to introduce the employee to new information and should plan for that in 1:1s. And if point #1 is that managers should be listening to the needs of employees... it's not clear why or how a manager could fill out the agenda for the 1:1 other than to schedule something like "open mic to share your thoughts". I find that 1:1s work best if both parties feel empowered to contribute to the agenda, the conversation and the outcomes.
+1 to "Balance your short-term and long-term goals" but once per quarter (four times per year) is not enough time to invest in your directs career development. If an employee is raising the bar and showing a high degree of ownership for their individual business. I suggest alternating one on ones each week between business review and career development discussions.
I disagree with Ms. Powell. 1:1s are a two way street. If I, as manager, wish to vet thoughts on an employee's career path with them, then I, as manager have an agenda to share with the employee. True, managers need to listen attentively and 1:1's are a great opportunity to practice that skill in a private setting with an employee, but managers should also see 1:1s as an opportunity to introduce the employee to new information and should plan for that in 1:1s. And if point #1 is that managers should be listening to the needs of employees... it's not clear why or how a manager could fill out the agenda for the 1:1 other than to schedule something like "open mic to share your thoughts". I find that 1:1s work best if both parties feel empowered to contribute to the agenda, the conversation and the outcomes.
+1 to "Balance your short-term and long-term goals" but once per quarter (four times per year) is not enough time to invest in your directs career development. If an employee is raising the bar and showing a high degree of ownership for their individual business. I suggest alternating one on ones each week between business review and career development discussions.