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I had once in Dead Who kept the face. We will have individual meetings to agree on priorities, and whether I should focus on new features or repair errors reported to the user.
But after a few days, our plans will suddenly change. Some errors will become a top priority, especially if the request comes from directors or VPS. I noticed a pattern in which the managers change his opinion after talking to a strong project manager or some engineering leader in the series.
I left I feel confused and unacceptable.
When this happens, how do you tell your manager to form? Is it your responsibility to make notes to your manager?
1: 1 is a decisive forum to share this type of comments. 1: 1 is a meeting between two people within the company, and usually lasts 30 or 45 minutes. When they are done well, these meetings are a valuable tool for building confidence and education Professional life growth. In my experience, managers will have a week or two weeks of each of their reports. If you do not have regularly scheduled 1: 1 with your manager, you are missing. Ask for one!
The effectiveness of 1: 1 depends on your preparation before the meeting. Below are some of the basic rules that I set in my reports and managers to make them of possible value:
- Write the agenda in advance. This indicates that you put some thinking about the meeting, and therefore, it should not be canceled. Keep a ongoing document for everything you wrote. It may be useful for you and your manager to refer to previous discussions and work elements.
- Avoid case updates. Get close to every 1: 1 as a valuable opportunity to learn something or get a new perspective. Do not hesitate to write the status updates early, but you must reduce the time you spend in 1: 1 only review cases. The conversation should be more focused on emotions and fears instead of clear facts.
- Be weak. One of Litmus tests is “Was this possible to share this at the broader team meeting?” If the answer is yes, do not waste the precious time 1: 1 in this topic. 1: 1 must focus on the inevitable human issues in the workplace: loss of motivation, fatigue, or difficult notes, for example.
In Meta, I used 1: 1 with my managers to share my fears about the priorities of the constant shift between the new features and the errors that the user informed. The problem was not solved overnight, but at least he was aware of this issue. I felt listening, and we continued to monitor the situation with improvement.
What if your manager is not accepting your notes or fears? In almost all cases, it is not worth trying to “repair” your manager or environment. There is a clear dynamic between you and your boss at work, and the energy that spends on your manager is better spent on finding a completely new team or company.
1: 1 is a critical pillar for us Professional life Growth as engineers. Try these tactics in the next 1: 1 and allow me to know how things will go.
– Rahul
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