[temikus]

I worked with some. General things I picked up from them and try to emulate now that I’ve become one:

- Clearly state your values and stick to them - it’s much more comfortable to people to work with a predictable leader and builds trust over time.

- Provide rich context to the team and ask for business outcomes, not specifics.

- Communicate, communicate, communicate - especially if you work in a remote team/company. You need to have a constant dialog going with the team - it’s up to you how, however - there’s a lot of different ways to facilitate.

- Remember your promises and provide people with resolutions to issues they raise, follow up! I know it sounds self explanatory but so many managers just plain forget the things you ask immediately after your 1:1’s.

- Do your 1:1’s for gods sake! Weekly preferably.

[hardware2win]

Weekly? Thats too often imo

[haswell]

Highly contextual to the person, project and company.

I’ve had time periods where weekly wasn’t enough, and others were monthly felt like too much.

The most important thing is to recognize what is needed at the time, and to adapt to what is needed vs. applying some arbitrary formula, IMO.

And strongly implied by this: don’t be the type of manager who always cancels 1:1s because they’re the least important thing on the calendar when that other thing comes up.

[wonderwonder]

I have a weekly 1:1 scheduled with my manager. We have had ~5 over the last year. They are always on the schedule, he just doesn't show up. Really makes me feel valued.

[nine_zeros]

> Weekly? Thats too often imo

I used to think weekly was bad but it depends on the company's context. If things are moving fast, weekly is best. If releases happen slowly, the cadence could be slower.