One of the most important keys to managing your career is your one on ones (1:1) with your manager. This is where you get awareness about your current state, plan a path to move forward, and start planting the seeds that you’re ready for what’s next.
But I don’t know about you, but I’ve spent years with my manager blowing off 1:1s or using them to only talk about the latest fire that needs to be fought. So what to do?
First, make them happen. Let your manager know that you’d like to set up a standing meeting where you can sync on your current performance, strategic direction, and projects. These are typically weekly or biweekly for 30 minutes, somewhat dependent on your manager’s number of direct reports. If your manager keeps blowing them off reach out and let them know that these meetings are important to you and your success in the role and ask if there is any change in format or timing that could make it work better. Always have these set up as a recurring meeting so the time is blocked on calendars and it’s a reminder even if you need to move it or occasionally cancel (a certain amount of flexibility to your manager’s busy schedule makes sense). Whether on Zoom or in person these should be a distraction free chunk of time in a private location for freedom to share openly.
Next, have an agenda. This can be as simple as a running Google doc that you paste the latest agenda to the top of. You and your manager should both have access to this. Standard items likely include: follow up on any previous action items, topline status updates, download from your manager on any shifts in their/department/company goals, professional development topics, and next steps. While this is a lot to fit into a thirty there is flexibility on what is covered in each meeting so prior to diving into the agenda agree on any focus or hot items. This is also not a time to go into detail on specific projects those should ideally be managed in a different timeslot.
Use this time to start showing your manager that you’re thinking strategically. With any challenges have a recommendation on approach and alert them to any risks and blockers so they’re not blindsided. Workload is an issue so many people have, this can be a great opportunity to make sure you’re clear and on the same page as to what’s on your plate, how much time each area takes, and when new things come in what can shift. And knowing that you’re taking advantage of annual reviews to talk about your trajectory within the company these are the perfect time to check in on how you’re meeting (or blowing away) those expectations or what you need to do so.
While 1:1 meetings with managers are critical, they aren’t the only meetings you have to focus on. Think about who else makes sense to do a standing meeting with and how you’d want to structure that to get the best impact.
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