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I once had a manager in Meta who kept flip-flopping. We will have one-on-one meetings to align on priorities, and should I focus on new features or fix the user-reported bugs.
But after a few days, our plans will suddenly change. Some insects will become the top priority, especially if the order comes from the directors or the VP. I saw a pattern, where my manager will change his mind after speaking with a strong willpower project manager or a series with some engineering leader.
I was feeling confused and inability.
When this happens, how do you ask your manager to shape? Is it your responsibility to respond to your manager?
1: 1 This type of reaction is an important platform for sharing. 1: 1 There is a concentrated meeting between two people within the company, which usually lasts for 30 or 45 minutes. When well done, these meetings are a valuable tool for confidence and promotion Livelihood Development. In my experience, managers will have weekly or biennial 1: 1s with each of their reports. If you do not have regularly prescribed with your manager, then you are missing. Ask for one!
The effectiveness of 1: 1 depends on your preparation before the meeting. Here are some ground rules that I have set with my report and my own manager to make them as valuable as possible:
- Write the agenda in advanceThis shows that you have thought something in the meeting and therefore, it should not be canceled. Keep a running dock of everything written by you. This can be helpful for both you and your manager to mention pre -discussion and action items.
- Avoid the status updateTry 1: 1 as a valuable opportunity to learn something or get a new perspective. Feel free to write status updates ahead of time, but you should minimize the time spent in 1: 1. The interaction should be more focused on emotions and concerns rather than clear facts.
- Be insecureThere is a litmus test for conversation, “Can it be shared in a comprehensive team meeting?” If the answer is yes, do not waste valuable 1: 1 time on that subject. 1: 1 must focus on sticky human issues that essentially fall into the workplace: losing inspiration, feeling overwhelmed, or giving a difficult response, for example.
In Meta, I used 1: 1 time with my manager to share my concerns about new features and frequent shifting preferences between user-reported bugs. The problem was not solved overnight, but at least he was aware of the issue. I felt, and we continued to monitor the situation as it improved.
What if your manager is not receptive to your response or worries? In almost all cases, it is not worth trying to “fix” your manager or your environment. A clear power between you and your boss is dynamic, and the energy spent on your manager is fully spent on finding a new team or company.
1: 1 is an important column for us Livelihood Increase in the form of engineers. Try these strategies in your next 1: 1 and tell me how it goes.
-A male name
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