Related Posts
More Posts
How do you educate people who have these views?

Additional Posts in Tech
Is it easy for engineers to become TPMs?
New to Fishbowl?
Download the Fishbowl app to
unlock all discussions on Fishbowl.
unlock all discussions on Fishbowl.




Maybe ask your manager “I feel there is space to improve our 1:1s, is there anything you’d like to see more of during these meetings? “
I think you need to put aside the notion of “showing” or “promoting” for a moment, and really think about what you need from your manager to be most effective in your job. Use that to drive the subject matter for your 1:1s. Don’t waste the time on status updates that can be an email.
For instance, part of my job is setting the right strategy for my teams. To do that most effectively, I need context on the business and market, which senior leaders in my org have. I spend a fair % of my 1:1s talking through various strategic subjects and picking their brain with pointed questions to gain context. I sometimes will share my views on org level strategy (beyond my scope) and use that as a launch pad for discussions and deeper understanding. I’ve also done the same when discussing subjects like org design, process design, recruiting, etc.
Benefit of this is that I can make higher quality decisions, and I’m building alignment on key decisions much earlier on.
Rising Star
Without focusing on a promotion, where exactly do you want to head towards in your career?
For example, a Software Engineer could move towards the following positions:
- Technical: Senior/Lead Software Engineer, Staff/Senior Staff Software Engineer, Principal Engineer, Architect, etc.
- Business: Manager/Project Manager, Technical Product Owner/Manager, Software Engineering Manager, etc.
Bring some sort of idea into your next 1:1 and maybe ask your Manager what the path looks like, their opinions/recommendations, qualities/responsibilities of the role, etc. Just make it sound like you're thinking about your future and not necessarily looking for a promotion at this very moment or else things could get awkward.
Continued…Basically, how should senior/director level individuals act in 1:1s when they report to the GM or CMO? Is it the same as in lower levels? I feel like the higher I rise in the ranks, the more my 1:1s impact my career.
Maybe talk about your and team career goals and objectives. Prepare an agenda for each 1:1 with the vp
Possibly what you are struggling with is: what is a 1:1 FOR? I think the answer to this question can be fiated by mgt but in practice it comes down to what are the emotional and intellectual needs of the 2 ppl in the 1:1. A 1:1 is a 2-way street. But there's no denying the power dynamic that exists between the supervisor and the report influences what is said in a 1:1. Possibly openly asking your boss what the theme or general purpose he or she intends for the mtg would help?
With my direct reports, one-on-ones in my experience has been short, relationship/trust-building times for my staff to have a listening ear for both work and non-work related items... I've had sessions about strategy and blockers they needed me to resolve, as well as convos about kids and family. It’s basically their designated time with their boss. I wouldn't expect it to be anything other than that or it seems disingenuous to the boss.
My question for you: You mentioned that you have a good relationship with your boss, but how would you rate the level of your working relationship? If you want to use those times as opportunities to self-promote, wouldn't the boss already be aware of how you and your team are performing already? These are curious questions and not implying anything about you.
My manager knows I’m a high performer and I don’t feel the need to “promote” myself - I feel my work and leadership skills do this for me. With my manager, I know they do. But how does one continue to climb higher when one is already relatively high? I think that’s my concern. I got promoted about a month ago, and I want to know what’s next and how to get there.
A lot of people talk about career goals etc, which agree, helps and they can mentor you there but to me i’d add building a strong feedback loop with the VP and to build sponsorship
Id love to have an answer to that for myself, not sure i can add a meaningful contribution yet (havent fully figured it out). The way I did it at least with some of my direct reports was to set clear goals and milestones and help them get there, and they surpassed expectations. But a first level manager vs a manager of managers doesnt devote the same time (or passion) to their teams …
What do you want to get out of it?
What SHOULD I want out of it? My current 1:1s aren’t bad - I’m just afraid I’m not “promoting myself” as I should. Career goals, etc. aren’t discussed.