# Framework 1 to 1

###### tags: `WorkDocs`

## Structure

### 1. Wins

What have I accomplished since the last time I met with my manager? This is a good way for us to go over what I've done and it lets me take a step back and see all of the things I've worked on.

### 2. Flex Agenda
Anything that I have concerns about (changes in the company/team, conferences I want to attend, education resources, pairing)

- How are you feeling?
- How are you feeling about a specific project/task?
- What can I do to be helpful to you?
- How do you feel about the xyz change we implemented?

### 3. Career Development
Everyone has 3 goals for each quarter. Here, I talk about my progress for each goal and if I have any blockers as well as bring up any questions I may have to make sure I'm moving in the right direction.

## Manager's side info

### Other Questions for Flex Agenda
* **What do you want to change in this team?**
* **What do you not want to change in this team?**
* What’s typically been taboo to talk about in the past? What have you been nervous to bring up?
* **What looming concerns or apprehension might you have?**
* **What’s been the most frustrating thing to have encountered with the team lately?**
* **Where do you see the biggest opportunity for improvement with the team?**
* How do you prefer to receive feedback? (Verbal, written, in-person)? How do you prefer to give feedback? (Verbal, written, in-person)?
* What’s been the most motivating project you’ve worked on all year? With whom? And why?
* What excites and energizes you about the company?
* What are you most grateful for in being a part of this company?
* What do you think has been a big obstacle to progress?
* What do you wish was communicated to you more often?**
* **When have you felt micromanaged? When have you felt like you’ve needed more support?**
* **Who’s the best boss you’ve ever had and why? The worst boss you’ve ever had and why?**
* **What was the best team experience for you? The worst team experience?**
* **How do you like to be shown gratitude?**
* How often would you like to set up a standing one-on-one or check- in meeting? Every week? Biweekly? Once a month? Once a quarter?

### Managers Behaviour

If this list of questions overwhelms you, remember, you only need to pick two to four of these questions for the all-team meeting. Save the rest for your one-on-one followup conversations.
As you listen to the answers, there are a few things to pay particularly close attention to:
* Listen for the things you can fix, solve, and knock out quickly. Is there a project that is deadweight? Is there a useless policy that’s slowing people down? The best way to build trust with your new team and show that you’re here to help is to actually help.
* Listen for what people view as “success” and progress, and consider how you’re going to define and measure that. As a leader, one of your primary jobs will be to say what “success” is, and how well the team is doing to get there.
* Listen for what people’s communication needs are. What do they feel “in the dark” about? How might people prefer you sharing what’s going on? How regularly will you need to set up touch points with team members?
* Be proactive in your next steps
* As you wrap up your meeting, one of the worst things you can say as a new manager is this: “Feel free to stop by my office if you need anything.” Don’t say that. Why? You’re implying that if they have questions or concerns, they have to come to you. The burden is on them, not you. Instead, try saying: “In the next __ days, I’ll be setting up a time to meet with each of you. From there, based on your preferences, we can set a standing one-on-one time. In the meantime, if you want to meet anytime sooner, grab me in the hall, send me an email?—?I’d love to sit down sooner.” There’s a huge difference between the two statements. One is reactive and sounds lazy (the former), while the other sounds proactive and that you want to help (the latter). A strong way to end your first meeting is to show that you’re willing to come to them?—?that you won’t be waiting for them to bring up issues. You want to show as much proactiveness as possible.