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McKinsey & Company I received an offer from McKinsey & Company in 2021 and I’ll be starting later this year after graduation. Obviously because of the pandemic, inflation is slowly trending upwards. Has anyone asked for a base salary increase before even starting the job? Any advice on how to approach this?
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I always have a hot list of agenda items I want to talk to my lead about - I update it throughout the week. I use this as my agenda with my lead. I would never expect my lead to set the agenda for my 1:1.
This time is a gift - use it to your benefit. I expect my directs to come with an agenda to cover on our 1:1s.
Wishing you the best in your career! (Btw- I wasn’t referring to my own time as a gift – it was that of my lead as they are super busy).
Ugh. I hated my 1:1s. My boss was the nepo baby of the owner. No real knowledge. And I hated having to inform (teach) her everything! She was basically learning through me. She acted like she knew everything and more than me and had to show who was the boss. There was never any agenda. I couldn’t even bring myself to share issues with her because my knowledge was much more advanced than her and she wouldn’t even know what I was talking about. In the beginning when brought issues up during our 1:1s, she got upset that I wasn’t handling things well and I needed to step up and do more. Basically ‘just fix it’ attitude with no real input. I stopped bringing her issues after that. I’d google and read forums and help articles etc.
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Now this is relate to. I have rarely found a 1:1 to be helpful for me and is always just to loop an out of touch manager back in..which they forget everything again within a few days. Never productive for me (and really doesnt seem to be productive for them.) But hey they can check the box they are meeting with eveeyone.
I don’t think it matters who scheduled it if it’s recurring, but usually the direct report id say.
One-on-one's are just a time for a manager and their direct report to meet and talk about whatever is going on. The manager is opening their door because you are important to them and want to know what you're thinking, whether about workload, company stuff that annoys you, or personal life happenings. There doesn't have to be an agenda, but most of the time you DO have some sort of thing going on that you want to talk about and never know when it's a good time to bring it up. These types of meetings are for that.
So if your manager schedules a recurring meeting like this, just mentally remember all the things you have going on throughout your week, and talk to them about it. If a 1:1 is more formal than that, you're doing it wrong.
The manager might have some talking points but the direct reports builds the agenda. Its their time to go over what they have for the week, goals, any pain points and how theyre manager can better support them. 1:1 benefits the direct report not necessarily the other way around.
I’d expect the person reporting in to usually have an agenda. If you don’t have much to talk about, I just cancel and give time back. Not a problem for me personally
Oh for me I would be the one canceling with my manager, not the other way around. But if it was the other way, then yeah I can see that too
If it’s a regular occurrence 1:1 with my manager I have typically built out the agenda. That time is typically for you to discuss work you are spearheading so they are aware, discuss any blockers or work you need their support on.
Sometimes the manager will chime in with updates they have for me as well.
That being said there has been plenty of times I don’t have much to chat about; then I would typically ask to cancel the meeting or just end it early.
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Just seems like a list could be sent in Slack, why even bother with a call?
I would say if I put the call on somebody’s calendar then it’s my responsibility to have the agenda. I would not want them canceling the meeting without talking to me.
This I agree with, I think I always run out of things to say, and my one on one because I talk to my team so often.
Whoever calls the meeting usually owns the structure, but l'm always prepared with an agenda incase I'm gifted with the opportunity to run through a few subjects. The nitty gritty.
A 1:1 is for the direct report to own, not the Manager.
For 1:1 meetings, they're an open opportunity for reports to align their goals with leadership, and to connect on topics other than the day-to-day. This is the one exception to the usual rule. Leader owns the meeting, Report sets the agenda.