I am relatively new to my company and took over a fledgling office which also merged with another company. Now managing about 12 people new to me, new to each other, and during a start up in our area has been challenging. I have been a manager for about 7 years, and this team is the youngest average age by far (young 30's instead of mid 40's).
I instituted O3 about 3 months ago and met with resistance. This escalated to some of the "veterans" (here before me, but still just a few years) approaching my boss and complaining about my meeting requirements.
I know the purpose of O3s is to strengthen relationships, but I must have rolled them out wrong or something, because my request for them seems to have the opposite effect.
My boss is not supportive of these meetings as our culture is more "casual" than that and she thinks that they are standing in the way of me developing relationships with the staff. She thinks I am working towards efficiency at the cost of effectiveness. Some of the staff seem to have taken this as the hill to die on. I am considering abandoning them, but don't know how to bow out gracefully. This past week, two employees simply stood me up. So, I have to figure out how to give feedback on missing meetings without notice while rewarding the behavior by canceling future ones.
I hesitate to post this as I know the community as a whole supports O3 and I truly agree with their value as I have used them in the past with success. Also, I should add the disclaimer that I work in a matrixed organization.