Inside Gramener: Tips that’ll Make You an Excellent Manager

Reading Time: 3 mins

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?

How to do it?

1:1s should not have any particular agenda. This is the time for them to talk about anything. Talk about work issues or career progression, or anything in general. The idea is to build a relationship with trust.
Try to do it over a walk or go for coffee. If it’s virtual, try to do it over a video call.
Try to never reschedule and never forget the meeting.
Make it clear that you will maintain confidentiality.
Loosely allocate the meeting in 1/2: First half for them to talk about whatever they want. Next half for you to talk about what you need to talk about.
Throw out above rule if they want to talk more. Always cut your portion down to accommodate them. The point of the meeting is to buildtrust. Building trust means listening to your directs and getting to know them and what makes them tick. You’ll always learn more by listening than instructing.

What to talk?

Engineering is a creative process. As an engineering manager, it is your responsibility to help them enjoy the process. Introduce them to communities, help them find resources on topics of their interest.
It’s your job to make sure people are happy at the company and are growing in their careers. So if they don’t bring it up on their own ask questions about the emotional state and emotional reactions to situations. E.g., “How did you feel about that?” “Are you feeling sufficiently challenged?” “What have you learned this week?”

What not to do?

DO NOT ask status reports. You should know about what’s going on. So take notes!
Before the meeting, review your notes from the last one and get into the mindset of listening.
Avoid taking notes in front of them. That will make them nervous about what they say.
Don’t just ask “How are things?”. Just asking for someone to tell you whateverisontheirmind is much too ambiguous and needs to be narrowed in scope. Ask specific questions. Some questions to ask, in no particular order.
- How is everything going? Tell me about this last X weeks?
- Last time we spoke you said X was a challenge for you, how is that going?
- What’s on your mind this week?
- What can I help you with between now and the next time we meet?
- Are you facing any challenges due to WFH?
- Are you getting enough support for Technical/Non-Technical challenges?
- Is there anything we didn’t cover that you’d like to discuss next time?
- How confident do you feel with where the company is going?
- What did you learn recently?
- Are you learning anything new?
- Would you like me to help you with any training or resources?