| I've seen, head and read quite a bit about engineering 1-1s. After doing engineering management for a decade and trying many ideas, I ended up with the following. Have weekly 1 hour 1-1s if you have 5 direct reports or less. Have weekly 30 minute 1-1s if you have between 5 and 10 direct reports. If you have more than 10 direct reports, hopefully there is some plan. With 10 direct reports, many best practices do not apply. My primary rule for 1-1s is not to waste time. I do not walk for 1-1s, because it is a waste of time. I do not cut 1-1s short when my direct reports have nothing to talk about, because it is a waste of time. I thoroughly prepare for 1-1s. I have a shared document with every direct report where I write a summary of the 1-1s. My direct reports can add anything they want at any time (e.g. include topics they want to cover in the next 1-1 so that I can prepare ahead of time). I start with a quick review of the previous 1-1 and close the loop on all outstanding topics from the previous 1-1. Next, I give my direct reports an opportunity to raise any topics they want to discuss. I listen to what they have to say. I give answers when I have them. When I do not have answers I write down the question and try to find answers before the next 1-1. Small-talk topics are fine and sometimes necessary. As my relationships with direct reports evolve, so do 1-1s. The more mature the relationship, the more efficient the 1-1. I don't expect to start at peak efficiency, but I'd like to see forward progress with every 1-1. The purpose of my 1-1 is to develop professional relationships with my direct reports (aka alignment), mentor my direct reports, learn and improve myself. I try to leave enough time for myself to talk about my topics. I expect my direct reports to give me straight answers when they have them. When my direct reports do not have answers, I ask them to follow up with me in writing (my personal preference - I am more effective reading). Usually, for my topics I focus on communication, career development, culture and alignment. Lastly, I recite the list of topics we covered. In my first 1-1 with a new direct report I explain my take on 1-1 meeting structure and my expectations. |