I have been assigned the role of a reporting manager for a few new joiners who are also fresh graduates. Although I have been leading a team of developers for a few years my focus was on improving engineering quality and efficiency. Exploring people’s relations remained a challenge. I recently concluded my last two one-on-one meetings in less than 10 minutes. That’s when I started thinking more about structuring the 1:1s. I decided to write them down so that I can revisit and improve my managerial skills.
First of all, “management” is not a promotion, it is a support role. The most exciting thing about the manager role is the opportunities to develop and mentor your team members. Managers can improve the overall team culture by setting examples for running meetings, planning, and budgeting, mentoring, giving feedback, and running programs.
Now, I have two challenges as a manager. First, none of the people that I support directly work with me. Second, all of them are fresh graduates which makes it difficult to have effective 1:1s since generally they don’t know what to ask or they fear reprisals. So how can a manager have effective 1:1s tackling the above challenges?
Much of these content is from Twitter threads and HN threads. I strongly recommend reading them.Links
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