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I don’t currently have any direct reports, but even I did I would have them at least once a month, sometimes as often as weekly. Depended on the individual and what met their needs most effectively. I have a 1:1 with my manager every other week.
Once a week with the leads and once every two weeks with the rest
I would say minimum once a quarter, but if you have the time once a month should be OK.
Try to do Management By Walking Around (MBWA) and have informal chats with your people so that they see you as a human being and not as the Boss
That’s an awesome way to manage when the team is colocated! I love seeing leadership do that. My team is spread out across the country so MBWA isn’t an option.
I find that meeting with my direct reports once a week is effective for both them and me. Of course, the meeting frequency may vary depending on the needs of your own direct reports. During our meetings, I always stress that I am there for their benefit and to address any issues they may have. I like to start with a brief conversation about something unrelated to work, before moving on to discuss their agenda. This format has proven successful for us.
When I was a front-line manager, weekly. Now that all my direct reports are managers, we usually meet for an hour every other week. And we use IM regularly to briefly check-in on things. I also have a weekly LT meeting where we talk about the things that are relevant for all parts of my org (pass downs from my CVP, ROBs, open questions or decisions we need to make, etc.) so I’m not simply repeating the same things in each 1:1.
Once a week with my managers and once a month with the direct reports. My managers do 1:1 with the staff no weekly
Every other week or as needed.
As I am not a manager I only have one on ones every other month. Unless a specific coaching opertunity becomes apparent.
Once a week
Once a week focused on a mixture of checking in on them personally, but also what projects their working on and any hurdles they may be facing. (You can do bi-weekly if they're more independent workers who've earned trust and prefer it).
Once a month using that check in time to discuss progress against longer term projects or goals, usually extending the weekly to 45 minutes.
And then usually doing a semi-annual check in to develop the long-term goals or projects using one of those times to do a performance review.
I always start with weekly, adjust depending on the activity. The podcast Manager Tools has great advice about structuring and conducting 1:1s. I think any less than weekly, you start to lose touch. For people below directs I like to touch base at least quarterly if not monthly.
The company overall seems to treat these as a nuisance and do what is mandated but I try to talk to my team daily and I have individual meetings monthly at min where I push them to keep learning and setup Gembas with other groups to grow their network and company knowledge.
Weekly meetings, plus annual objectives and annual reviews
Traveling
Every other week
I do 1:1s weekly, I let my teams members set the style, some of my team like to have an agenda in advance, and others like to be a bit more relaxed. If I have areas I want to cover I let them know in advance. A good chunk of the time is spent on them and how that are doing.
We have a longer meeting monthly - where we focus much more on progress against goals and planning the next 90 days.
I also have a bi-weekly team meeting which all my directs attend. These are for sharing any company wide initiatives, updates from each team and our shared team goals - which are mainly people focused.
I manage globally so I also try and do face to face meetings with all my team quarterly where they are based, I go to my team, I don’t expect them to come to me.