All of our guidance on One On Ones, the most powerful Manager Tool.  Why to do them, what happens in them, how to start them, and how to address issues and problems.  It’s all about people, and more communication is better.

Listen to Mark's introduction to the feed here:

The Management Trinity - One on Ones (Hall Of Fame Guidance)
This cast begins our series on the the Management Trinity, and our reasons for each of its three (four) components: One on Ones, Feedback, Coaching and Delegation. We’ve talked about the Management Trinity for nearly three years, but we’ve never really laid out specifically how and why it works. The best managers we know [...]
One-on-Ones - Part 1 (Hall Of Fame Guidance)
Mark and Mike discuss the single most effective management tool - the One-on-One.
One-on-Ones - Part 2 (Hall Of Fame Guidance)
Mark and Mike continue their discussion on the single most effective management tool available today - the weekly One-on-One. In the podcast, we refer to both a written summary of the key points for conducting One-on-Ones, as well as a form useful for documenting your One-on-Ones.
One-on-Ones - Part 3 (Hall Of Fame Guidance)
Mark and Mike conclude their discussion on the single most effective management tool available today - the weekly One-on-One.
Questions and Answers on One-on-Ones
In today's show we continue our conversation on one-on-ones. In addition to a brief review (very brief -- not a substitute for listening to the previous two shows!), we review a number of questions and finer points.
Trinity Frequently Asked Questions #1: Why Wait Three Weeks To Start?
Perhaps the most frequently asked question at conferences about rolling out the tools in the Management Trinity is why we recommend waiting three weeks. Here's why.
One on One Scheduling Guidance (Part 1 of 2)
This cast describes how to schedule your One on Ones. We get lots of questions on One on Ones (O3s). And, we’re happy that we do, because O3s are the heart of the Management Trinity. We find a lot of managers struggle with when to have their one on ones, whose calendar takes precedence, [...]
One on One Scheduling Guidance (Part 2 of 2)
Today, we finish our discussion on the fine art of Scheduling One-on-Ones.
Rolling Out One On Ones - The Briefing
How to brief your directs when you're starting One On Ones.
One on Ones - Work or Personal?
This guidance addresses how personal One on Ones ought to be - should they be all about family and personal stuff, or just about work?
One On Ones Are Business Meetings
This guidance addresses questions about the purpose and value of One on Ones, particularly for those directs who challenge the need for them.
The First Question In Your One on One
This cast describes how to start every One on One.
One On One Note-Taking Recommendations
This guidance describes some simple improvements most managers can make to help them take better notes during their One on Ones.
Technology in One On Ones
Despite our guidance to not use your laptop to take notes in One On Ones, there are many *other* uses of technology that will improve your critical weekly meetings with each of your directs.
Conversational One on Ones
Our guidance on how to make One on Ones more conversational.
Lists And Agendas In One On Ones
This guidance describes if and how to use lists and agendas during your One on Ones.
Phone One on Ones
We've said it a hundred times, but we've never covered the basics of HOW to conduct a One on One on the phone. Clearly it works - Mark has shared that over half of the O3s he's done have been over the phone. Here's how.
Resistant Directs In One on Ones (Hall Of Fame Guidance)
This guidance recommends how to have effective One on Ones with directs who are initially resistant.
One on Ones While Traveling - Part 1
This guidance recommends how to do One on Ones while you are traveling.
One on Ones While Traveling - Part 2
This guidance completes our recommendations on how to do One on Ones while you are traveling.
Project Manager One on Ones - Part 1
This cast explains the basics of how to have One on Ones with project team members  who do not report to you.
Project Manager One on Ones - Part 2
The conclusion of our discussion on Project Manager One on Ones.
How To Do One On Ones With Shift Workers
This guidance tells you how to do One on Ones with your directs who work a different shift than you do.
Contract Employee One On Ones - Part 1
This guidance describes the right way to conduct One on Ones with your contract employees.
Contract Employee One On Ones - Part 2
This cast concludes our guidance on the right way to conduct One on Ones with your contract employees.
Boss One-on-One Pushback
How to respond if your boss tells you he/she doesn’t agree with you doing One on Ones.
Overcoming Trinity Pushback - Chapter 2 - No Time For One on Ones - Part 1
Some directs will tell you they don't have time for One on Ones. They're wrong, for all kinds of reasons. Here's what to say to get them over the hump.
Overcoming Trinity Pushback - Chapter 2 - No Time For One on Ones - Part 2
Some directs will tell you they don't have time for One on Ones. They're wrong, for all kinds of reasons. Here's what to say to get them over the hump.
Uncommunicative Direct Conversation - This is NOT Micromanagement - Part 1
How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.
Uncommunicative Direct Conversation - This is NOT Micromanagement - Part 2
How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.
Resistant Directs In One On Ones - Chapter 2 - Part 1
Many managers worry about directs not wanting One On Ones...but it doesn't happen very often. If it does, here's what to say.
Resistant Directs In One On Ones - Chapter 2 - Part 2
Many managers worry about directs not wanting One On Ones...but it doesn't happen very often. If it does, here's what to say.
Trinity Pushback - One On Ones - Creative People - Part 1
Sometimes managers don't want to do One On Ones. One of the reasons they give is,"I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.
Trinity Pushback - One On Ones - Creative People - Part 2
Sometimes managers don't want to do One On Ones. One of the reasons they give is,"I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.
Common One On One Mistakes - Chapter 1 - Agenda Fascism
This guidance tells you how to avoid the mistake of "Agenda Fascism" in One on Ones.
The Effective Manager Value Chain: Fixing Deliverables - Part 1
Part 1 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.
The Effective Manager Value Chain: Fixing Deliverables - Part 2
Part 2 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.
The Effective Manager Value Chain: Fixing Deliverables - Part 3
Part 3 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.
One On Ones After Conflict
How to handle your One On One with your directs after you've had a disagreement with them, or a conflict.
One On One Development Analysis Check
This guidance recommends evaluating directs’ performances by the content of what they bring to their One on One with you.
The One On One Refresh
This cast describes how to refresh your One on Ones with your directs after you've been doing them for 1-2 years.
One on Ones for the DIRECT
How can you have a great One on One with your boss? How can you get the the most out of the most valuable recurring communication investment you make? This is an important question … and it seems that a lot of managers DO NOT ask it. Some of the managers who [...]