Most of us working in startups have come to know, if not love, 1:1 meetings. Here's how Andy Grove described them in High Output Management:At Intel, a one-on-one is a meeting between a supervisor and a subordinate, and it is the principal way their business relationship is maintained. Its main purpose is mutual teaching and exchange of information.Managers sometimes complain that we spend too much time in 1:1s. But if we're doing them well, the 1:1 should be very high leverage:What is the leverage of the one-on-one? Let's say you have a one-on-one with your subordinate every two weeks, and it lasts one and a half hours. Ninety minutes of your time can enhance the quality of your subordinate’s work for eighty-plus hours, and also upgrade your understanding of what he’s doing.
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Bursts of Color - Effective 1:1s
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Most of us working in startups have come to know, if not love, 1:1 meetings. Here's how Andy Grove described them in High Output Management:At Intel, a one-on-one is a meeting between a supervisor and a subordinate, and it is the principal way their business relationship is maintained. Its main purpose is mutual teaching and exchange of information.Managers sometimes complain that we spend too much time in 1:1s. But if we're doing them well, the 1:1 should be very high leverage:What is the leverage of the one-on-one? Let's say you have a one-on-one with your subordinate every two weeks, and it lasts one and a half hours. Ninety minutes of your time can enhance the quality of your subordinate’s work for eighty-plus hours, and also upgrade your understanding of what he’s doing.