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| Date post: | 11-Apr-2017 |
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The satisfactory rates45% not enough conditions for professional growth
42% feedback from Manager is not regular
32% there is no approval, support and objective essesmant from Manager
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"You spend so much time finding great people, it’s worth it to help them grow to be the best they can be."
JUSTIN ROSENSTEIN
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Hug me, Squeeze me, Kiss me, Kill me
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121 is a place for
● coaching● mentorship● giving context● or even venting
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121 aims● Career and professional growth, goals setting, part of
evaluation process● Discussion of load level, overtimes, regularly feedback● Motivation and inspiration● Problems and risks indication (not only projects ones but
including contentment, identification of burnout on early stage, necessity of rotation)
● Current work status, project updates ● New ideas, optimization, initiatives support● Personal contact ● Clarification purposes of the team / project / company● Teammate goals monitoring● Newcomer adaptation● When dismission
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Questions can be askedTeam collaboration and relations
● Is there anybody in the team that you find it difficult to work with? Can you tell me why?
Short-term goals● What are the projects you would be interested in working on next?
Long-term goals● What obstacles will you need to overcome to achieve these goals?
Personal development● Do you feel like you are learning at work? What are the new things you learned lately? What are
the areas you want to learn about?
Manager improvement● What is something I could have done better? What are the situations that I could have helped
more but didn’t?
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Listed below are questions that can be asked on a weekly basis
● What went well this week?
● What could have gone better?
● On a scale of 1-10, how happy are you? Why?
● What makes this week a ____.
● What would it take to make your week a 10?
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TipsBegin your 1-1 with an open ended question. This allows the most important and top of mind topics to surface. Here are some questions you might try:
● How are you feeling?● What is on your mind?● What are you most excited about?● What are you most worried about?
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TipsPrepare some set of questions for each new meeting. Not needed to ask all questions during the one meeting.
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TipsManager should only talk for 10% of the time. The rest should be saved for her team member.
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TipsPunctuality: Showing up on time shows commitment. It also shows that you care about their schedule and time as much as your own. You wouldn’t be late for a meeting with an important client, so treat your teammates with that same level of courtesy.
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TipsMake the meeting regularly. That will look for the teammate at least like a normal work process and won’t scary
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TipsDeal with problem not with person
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Wrap Up & Suggest Next MovesAt the end of the meeting, you should wrap up the talking points. It is also essential to suggest an action plan till the next meeting.
Following up in email it clearly communicates (and reiterates) the important point and new expectations to all parties.
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Not a manager? How to leverage the 121 to get what you want
● 121s are your time to express to your manager what’s on your mind, brainstorm ideas, and communicate your future goals
● Feeling frustrated, overwhelmed, blocked or excited? Think about why you feel this way and outline any specific potential solutions you’d like to work through with your manager.
● Remain open to discussing what’s really going well and where you need your manager’s support.
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Raise satisfactory today!!!45% not enough conditions for professional growth
42% feedback from Manager is not regular
32% there is no approval, support and objective essesmant from Manager
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Set Up your first 121 !!!
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Set Up your first 121❏ Prepare your team (on seperate overall
meeting, on daily meeting, individually etc)
❏ Schedule the appointment recurrently ❏ Prepare for the meeting (agenda,
questions, goal etc)❏ Come on time for the meeting❏ Make and share notes after the meeting ❏ Thank ❏ Think about the meeting success
Thank you !And thanks to Kate, Yuriy, HR, Team
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