Highly contextual to the person, project and company.
I’ve had time periods where weekly wasn’t enough, and others were monthly felt like too much.
The most important thing is to recognize what is needed at the time, and to adapt to what is needed vs. applying some arbitrary formula, IMO.
And strongly implied by this: don’t be the type of manager who always cancels 1:1s because they’re the least important thing on the calendar when that other thing comes up.
I have a weekly 1:1 scheduled with my manager. We have had ~5 over the last year. They are always on the schedule, he just doesn't show up. Really makes me feel valued.
> I have a weekly 1:1 scheduled with my manager. We have had ~5 over the last year. They are always on the schedule, he just doesn't show up. Really makes me feel valued.
How do they respond when you give them the feedback that the impact of their not showing up makes you feel like you and your work don't matter?
I used to think weekly was bad but it depends on the company's context. If things are moving fast, weekly is best. If releases happen slowly, the cadence could be slower.
I’ve had time periods where weekly wasn’t enough, and others were monthly felt like too much.
The most important thing is to recognize what is needed at the time, and to adapt to what is needed vs. applying some arbitrary formula, IMO.
And strongly implied by this: don’t be the type of manager who always cancels 1:1s because they’re the least important thing on the calendar when that other thing comes up.