1-on-1 meetings are one of the most powerful yet misunderstood meetings a leader can have with their direct report. To help you master this art, Fellow is gathering technical leaders from all levels to share best practices on what makes a successful 1-on-1. Check out the panel lineup and register now. And don’t worry if you can’t attend live — we’ll send you the recording.
🎙What’s new on the Supermanagers podcast
- Rewiring Management: How the Brain Comes Into Play with Leadership with Rajkumari Neogy (Executive Coach utilizing epigenetics and neurobiology).
- Building a Cohesive Culture: How You Bring People Into an Organization Is How You Set Them Up with Jevan Soo Lenox (Chief People Officer at Insitro).
Scroll down to read our top takeaways!
🤩Popular posts in the Fellow blog
- 16 self-evaluation examples for your next performance review
- New manager onboarding checklist: the 5 Cs
- How to introduce yourself as a manager to a new team
- 10 examples of professional goals to set for yourself
- How to run Engineering team meetings that leave everyone feeling empowered
🍟The Art of the Meeting (youtube interviews)
- Customer Success Team Meeting Agenda & Tips from Poka’s Director of Customer Success
- How a Chief Operating Officer (COO) Runs One-on-One Meetings
🎙Takeaways from the Supermanagers podcast
Episode 117: Rajkumari Neogy (Executive Coach utilizing epigenetics and neurobiology)
TLDR: The ability to disarm tense situations can be incredibly valuable. According to Rajkumari Neogy, it’s a skill that can be developed using resonant language. In her years as a leader and coach, Rajkumari has learned to prioritize tactical empathy – the process of noticing a feeling or unmet need; naming those feelings and needs; and using that transparency to take successful action. Here’s one tactical way to do it: “I’m noticing some tension in this conversation, could we re-calibrate and approach this differently?”
👉 Listen to Rajkumari’s advice on how to use resonant language
Episode 118: Jevan Soo Lenox (Chief People Officer at Insitro)
TLDR: If an employee has a “win” in the first thirty days, they are far more likely to be productive within the company. That’s why over the last 20 years, Jevan Soo Lenox has helped companies like Square, Stitchfix, and Blue Bottle Coffee evolve their way of thinking about the employee onboarding process. Our main takeaway: create a “kickstarter” project for a new employee’s first month – something small enough to be handled by a new employee, but important enough to make an impact.
👉 Listen to Jevan’s insights on successful employee onboarding
💡 Insights from the Supermanagers slack group
A community for growth-minded leaders who want to continuously get better at the fine craft of management.
As the quarter comes to an end, I was curious to know how other managers and leaders set goals with their teams.
Marissa Homère (VP Marketing at Irwin) provided the following advice:
“I set goals for our department, which are tied to company performance targets, but I don’t give my team members individual goals, but rather ‘areas of focus’ – things I want them (and things they want) to spend their time doing.”
Aydin Mirzaee (CEO at Fellow) replied:
“I really liked the W framework that Lenny Rachitsy talked about on the podcast (you can listen to Lenny’s episode here). Independently put, yes reports should come up with goals first and have feedback from their managers (or at least it should be done together). The context that is relevant here is that if there are over-arching company goals that will require certain deliverables, those need to be communicated (i.e. parent level objectives) – by knowing the overall requirements, it’ll be easier for any individual person to come up with the details.”
Want to be a part of the conversation? Email us at [email protected] if you’d like to join the Slack community!
… and that’s a wrap! We hope that the content we curated inspires you to continue growing as a leader.
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Thanks for being part of our community,
Manuela & the Fellow.app team
