# 1:1 Operating System Pack **Prepared for:** New Product Lead | 5 Direct Reports | PST + EST Time Zones **Calendar Utilization:** 85% (constraint: minimize new meeting load) --- ## Table of Contents 1. [Team Assessment & Tiered Cadence Plan](#1-team-assessment--tiered-cadence-plan) 2. [Shared 1:1 Document Template](#2-shared-11-document-template) 3. [Coaching Question Bank](#3-coaching-question-bank) 4. [Career Conversation Plan: Passed-Over Report](#4-career-conversation-plan-passed-over-report) 5. [4-Week Pilot Schedule](#5-4-week-pilot-schedule) 6. [Operating Principles](#6-operating-principles) --- ## 1. Team Assessment & Tiered Cadence Plan ### Team Roster & Needs Assessment | Report | Role | Tier | Cadence | Duration | Rationale | |--------|------|------|---------|----------|-----------| | **Report A** | Senior PM | Tier 3 — Autonomous | Biweekly | 30 min | High performer, low-maintenance. Needs strategic alignment, not tactical oversight. | | **Report B** | Senior PM | Tier 3 — Autonomous | Biweekly | 30 min | High performer, low-maintenance. Focus on growth stretch goals and shielding from noise. | | **Report C** | PM (New Hire, Week 3) | Tier 1 — Intensive | Weekly | 45 min | Onboarding phase. Needs context-building, relationship formation, and rapid feedback loops. Transition to Tier 2 after 90 days if on track. | | **Report D** | Designer (Struggling w/ Prioritization) | Tier 2 — Developmental | Weekly | 30 min | Active coaching engagement. Needs structured prioritization frameworks and accountability check-ins. Reassess tier after 6 weeks. | | **Report E** | Data Analyst (Passed Over for Promotion) | Tier 2 — Developmental | Weekly | 45 min (first 4 weeks), then 30 min | Retention risk. Needs career re-engagement, transparent feedback, and a visible growth plan. Extended first sessions to rebuild trust. | ### Tier Definitions **Tier 1 — Intensive (Weekly, 45 min)** - New hires in first 90 days - Reports in a performance recovery plan - Reports navigating a major project crisis - Goal: Accelerate ramp-up, build psychological safety, provide high-frequency feedback **Tier 2 — Developmental (Weekly, 30-45 min)** - Reports with a specific skill gap being coached - Reports processing a career setback or inflection point - Reports leading a high-stakes initiative needing close alignment - Goal: Targeted coaching, accountability, career investment **Tier 3 — Autonomous (Biweekly, 30 min)** - Consistently strong performers with demonstrated autonomy - Reports who proactively manage up and flag issues early - Goal: Strategic alignment, career sponsorship, remove obstacles at the leadership layer ### Weekly Time Investment | Item | Time | |------|------| | Tier 1 (1 report x 45 min) | 45 min | | Tier 2 (2 reports x 30-45 min) | 60-75 min | | Tier 3 (1 report biweekly x 30 min, amortized) | 30 min/week avg | | Prep & follow-up (5 min per report per meeting) | ~20 min | | **Total weekly investment** | **~2.5-3 hours** | This represents roughly 6-7% of a 45-hour work week — manageable within an 85% utilized calendar by replacing or consolidating lower-value meetings. ### Tier Transition Rules - **Tier 1 to Tier 2:** When the triggering condition resolves (onboarding complete at ~90 days; crisis stabilized). Discuss the shift openly with the report. - **Tier 2 to Tier 3:** Only when the report requests it AND you observe sustained high performance and self-direction over 4+ weeks. - **Any tier escalation:** If a Tier 3 person hits a rough patch, move them to Tier 2 temporarily. Always communicate the "why" openly. ### Time Zone Protocol - **PST reports:** Schedule 1:1s between 9:00-11:30 AM PST - **EST reports:** Schedule 1:1s between 1:00-3:30 PM EST (10:00 AM-12:30 PM PST) - **Overlap window for group rituals:** 10:00 AM - 2:00 PM EST / 7:00-11:00 AM PST - **Standing rule:** 1:1 times are sacred. Reschedule, never cancel. If a conflict arises, offer two alternative slots within the same week. --- ## 2. Shared 1:1 Document Template Create one Google Doc (or Notion page) per report. Share with edit access for both parties. The manager owns the structure; the report owns the agenda. --- ### [Report Name] & [Your Name] — 1:1 Running Doc **Cadence:** [Weekly / Biweekly] | **Day/Time:** [e.g., Tuesdays 10:00 AM PST] **Tier:** [1 / 2 / 3] | **Next tier review date:** [Date] --- #### Standing Information - **Role & focus areas:** [e.g., "PM for payments stream"] - **Current quarterly goals:** [link to OKRs or goals doc] - **Career development focus:** [1-2 themes, e.g., "stakeholder management, executive communication"] - **Promotion timeline:** [if applicable] - **Last career conversation date:** [date] --- #### Meeting Notes — [Date] **Pre-Meeting (Report fills before meeting)** - What's the most important thing we should discuss today? - Any blockers or decisions you need from me? - Wins since last time: - Anything you want to flag or celebrate? **Pre-Meeting (Manager fills before meeting)** - Feedback or observations to share: - Strategic context or organizational updates: - Questions or topics for discussion: **Discussion Notes** - [Key points, decisions, insights] **Coaching / Feedback Given** - [Specific feedback delivered, with context] **Action Items** | Action | Owner | Due Date | Status | |--------|-------|----------|--------| | | | | | **Manager-Only Notes (private section — keep separate)** - Observations on skills, patterns, energy levels: - Coaching themes to revisit: - Feedback to deliver next time: --- #### Quarterly Career Check-In (Updated every ~12 weeks) - **Current role satisfaction (1-10):** ___ - **Top 3 strengths being utilized:** 1. 2. 3. - **Top growth area for this quarter:** - **6-month aspiration:** - **12-month aspiration:** - **How can I (manager) best support you right now?** --- #### Promotion / Growth Tracker (If applicable) | Competency / Expectation | Current Level | Evidence | Gap to Next Level | Development Action | |--------------------------|---------------|----------|--------------------|--------------------| | | | | | | --- #### Parking Lot - Items to revisit later or in a future quarter --- ### Template Usage Rules 1. **The report owns the agenda.** They add topics before the meeting. If the doc is empty when the meeting starts, the first 5 minutes are spent filling it together — that itself is a coaching moment about the habit. 2. **The manager adds, never overwrites.** If you have topics, add them in your section. Do not edit the report's section. 3. **Action items are tracked here, not in Slack.** This is the single source of truth for 1:1 commitments. 4. **Review the doc for 5 minutes before each meeting.** Look for patterns across the last 3-4 entries. 5. **Start every meeting by reviewing open action items** from the previous session (30 seconds). Close resolved items. 6. **The report's topics go first.** Manager topics fill remaining time. If you run out of time, the manager's status-update questions are the first to cut. 7. **Never use 1:1 time for pure status updates.** If status dominates, redirect: "This is great context — can you put project updates in our async standup and use this space for things you need my help thinking through?" 8. **Career sections are updated quarterly** during a dedicated career conversation (separate from regular 1:1 flow). --- ## 3. Coaching Question Bank Organized by situation type. Pick 1-2 per meeting; do not interrogate. The best 1:1s feel like conversations, not questionnaires. ### 3A. Opening & General Temperature Check Use to start any 1:1 and gauge the report's current state. - "What's taking up most of your mental energy right now?" - "On a scale of 1-10, how are you feeling about your work this week? What would move it one point higher?" - "What's one thing going really well that I might not know about?" - "What's the hardest decision you're facing right now?" - "Is there anything you've been wanting to bring up but haven't found the right moment?" - "What did you learn this week that surprised you?" - "Is there anything you're avoiding or procrastinating on?" ### 3B. New Hire / Onboarding (Report C — PM, Week 3) Use during the first 90 days to accelerate context, belonging, and confidence. - "What's been most confusing or ambiguous so far? Let's name it." - "Who have you built the strongest relationship with on the team? Who do you still need to connect with?" - "What's one assumption you came in with that's turned out to be wrong?" - "Do you feel like you understand what 'great' looks like in your role here? Where is that fuzzy?" - "What's the single biggest thing I could clarify for you right now?" - "Are you getting enough feedback, or does it feel like you're operating in a vacuum?" - "What's one thing from your previous experience that you think we should adopt here?" - "How are you managing your energy? Is the pace sustainable?" - "What questions are you afraid to ask because you think you should already know the answer?" - "What would make you feel like you had a successful first 90 days?" - "If you could ship something small this week to feel a sense of progress, what would it be?" - "What's one process or tool that feels harder than it should be?" ### 3C. Prioritization & Execution Struggles (Report D — Designer) Use when a report is overwhelmed, scattered, or struggling to say no. - "Walk me through how you decided what to work on this week." - "If you could only ship one thing this week, what would it be and why?" - "What are you spending time on that you suspect doesn't matter? What makes it hard to stop?" - "Who or what is pulling you off your priorities? Can we create a boundary together?" - "Let's look at your calendar for this week. Where do you see time that's not aligned with your top priorities?" - "What would you say no to if you had explicit permission from me to do so?" - "When you get a new request, what's your current process for deciding whether to take it on?" - "What does 'done enough' look like for [specific project]? Are you over-polishing?" - "Let's try this: name everything on your plate. Now let's sort it into 'must do,' 'should do,' and 'could stop.'" - "What frameworks or tools have worked for you in the past for managing competing priorities?" - "What would happen if you dropped [specific lower-priority item] entirely?" - "Let's do a quick stack-rank of your top 5 items right now — talk me through your reasoning." - "When you look at your task list, what's urgent vs. what's important? Are those the same things?" ### 3D. Career Setback / Passed Over for Promotion (Report E — Data Analyst) Use when a report is processing disappointment, questioning their trajectory, or at retention risk. - "I want to acknowledge that the promotion decision was disappointing. How are you feeling about it now?" - "What's your honest read on what happened? I want to hear your perspective before I share mine." - "I owe you transparency on what the gap was. Can I share what I've observed and what was discussed?" - "What matters most to you right now — understanding the 'why,' building a plan forward, or something else?" - "Has this changed how you feel about your role here or the team?" - "What would a meaningful next 6 months look like for you, regardless of title?" - "What skills or experiences do you want to build that would make the next promotion cycle unambiguous?" - "Is there a project or scope increase that would feel like real growth to you right now?" - "How can I be a better advocate for you? What do you need from me that you haven't been getting?" - "Let's build a plan together with specific milestones. I want the next conversation about your promotion to be a formality, not a question." - "I want to be your advocate. Help me understand what you'd want me to say about you in the next calibration." - "What kind of support would be most helpful from me right now — more visibility, more feedback, more autonomy, or something else?" ### 3E. High Performers / Senior Reports (Reports A & B) Use to keep strong performers engaged, challenged, and feeling valued. - "What's boring you right now? Where do you feel under-utilized?" - "What's the biggest strategic risk you see that nobody's talking about?" - "If you were in my role, what would you do differently?" - "What's one thing I can take off your plate or shield you from?" - "Where do you want to have more influence or visibility in the org?" - "Is there someone more junior you'd want to mentor or a skill you'd want to teach?" - "What's your honest assessment of how the team is performing? What would you change?" - "What's the most valuable thing I do for you? What's the least?" - "Are you learning and growing, or are you coasting? Be honest." - "What would make you consider leaving? I'd rather know now than be surprised." - "Are there decisions being made above you that you wish you had more input on?" - "What's exciting you right now?" ### 3F. Feedback Delivery (Universal) Use when you need to deliver specific, constructive feedback. - "I have some feedback — is now a good time, or would you prefer I share it in writing so you can process it first?" - "I noticed [specific behavior] in [specific context]. The impact I observed was [impact]. What's your take?" - "I want to give you feedback on something because I think it's the gap between where you are and where you want to be. Can I share?" - "Here's what I saw go really well in [situation]: [specifics]. I want you to keep doing that." - "If I had to pick one thing for you to do differently next quarter, it would be [X]. Here's why." - "What feedback do you have for me? I'm serious — I need it to get better." ### 3G. Blockers & Escalation (Universal) Use when something is stuck and needs managerial intervention. - "What's slowing you down that I could help remove?" - "Is there a conversation you need to have but are dreading? Can we role-play it?" - "Are there any cross-functional relationships that feel strained right now?" - "What decision are you waiting on that's holding things up?" ### 3H. Closing & Commitment Use to end 1:1s with clarity and momentum. - "What's your single most important takeaway from today?" - "Is there anything we didn't cover that's still on your mind?" - "What do you need from me before our next 1:1?" - "Let's confirm our action items. Who owes what by when?" - "How was this conversation? Is there anything I should adjust about how we run these?" --- ## 4. Career Conversation Plan: Passed-Over Report (Report E — Data Analyst) ### Context Report E was recently passed over for a promotion. This is a critical inflection moment. Handled well, it becomes a loyalty-building turning point. Handled poorly, it becomes a 60-day attrition countdown. The following is a structured 8-week plan. ### Guiding Principles 1. **Acknowledge the disappointment directly.** Do not minimize, rationalize, or skip past the emotional reality. 2. **Be transparent about the gap.** Vague feedback ("you're not quite there yet") breeds resentment. Specifics build trust. 3. **Co-create the plan.** A plan imposed feels like a performance improvement plan. A plan co-created feels like investment. 4. **Create visible wins.** Give Report E opportunities to demonstrate growth in the specific gap areas, with real organizational visibility. 5. **Advocate loudly.** Tell Report E what you are doing behind the scenes to sponsor them. Make your advocacy tangible. ### 8-Week Career Recovery Plan #### Week 1: The Acknowledgment Conversation **Goal:** Rebuild trust and create psychological safety. **Agenda:** - Open with direct acknowledgment: "I know the promotion decision was disappointing, and I want to talk about it openly." - Ask for their perspective first. Listen fully before responding. - Share the specific feedback that informed the decision. Be concrete: what competencies were assessed, where they met the bar, and where the gap was. - Name what IS going well. Be specific about their strengths and contributions. - Ask: "What do you need from me right now?" - Do NOT pitch a development plan yet. This week is about listening and validating. **Manager Prep:** - Get the specific promotion committee feedback (if applicable) - Prepare 2-3 concrete strength examples and 2-3 concrete gap examples - Prepare for possible emotional reactions (frustration, withdrawal, anger) — all are valid #### Week 2: The Diagnostic Conversation **Goal:** Align on the gap areas and assess motivation. **Agenda:** - Check in: "How are you feeling since our last conversation? Has anything shifted?" - Present a clear framework for the gap. For example: "The promotion criteria at the next level require [X, Y, Z]. You're strong at X, emerging at Y, and Z is where the biggest gap is." - Ask: "Does this match your self-assessment? Where do you agree or disagree?" - Gauge motivation: "Are you motivated to close this gap, or are you rethinking what you want?" - If motivated, propose building a plan together next week. - If rethinking, explore openly. Better to know now. **Output:** A shared understanding of 1-2 primary gap areas. #### Week 3: Co-Create the Growth Plan **Goal:** Build a concrete, time-bound development plan with milestones. **Template:** | Gap Area | Current State | Target State (6 months) | Development Actions | Evidence / Milestones | Support Needed from Manager | |----------|---------------|-------------------------|--------------------|-----------------------|-----------------------------| | [e.g., Cross-functional influence] | Primarily works within data team; stakeholders come to them | Proactively shapes product decisions using data; recognized by PMs as strategic partner | 1. Lead the Q3 metrics review with product leadership. 2. Partner with PM on a prioritization framework using data. | Positive feedback from 2+ PMs; invited to product strategy discussions | Nominate for metrics review lead; introduce to VP Product | | [e.g., Executive communication] | Detailed, bottom-up presentations | Crisp, insight-first narratives for leadership | 1. Co-author a monthly insights brief for leadership. 2. Present at one all-hands. | Leadership cites their analysis in decisions | Review drafts together; practice presentations in 1:1 | **Rules:** - Maximum 2 gap areas. More than that is overwhelming. - Each gap area needs at least one high-visibility action (not just "take a course"). - Milestones should be observable by people other than the manager (this builds the promotion case). #### Weeks 4-6: Execution & Coaching **Goal:** Support active skill-building through the development plan. **1:1 Focus:** - Dedicate the first 15 minutes of each 1:1 to growth plan progress - Coach in real-time on upcoming opportunities (e.g., review their exec presentation draft) - Provide immediate feedback after key moments (do not wait for the 1:1) - Ask: "What did you learn from [opportunity]? What would you do differently?" **Manager Actions:** - Actively create or assign stretch opportunities aligned with the plan - Make introductions to senior stakeholders - In leadership forums, name Report E's contributions specifically - Signal your investment: "I'm going to bring this up in my next leadership meeting because I want to create the right opportunity." #### Week 6: Mid-Point Check-In **Goal:** Assess progress, recalibrate, and reinforce commitment. **Agenda:** - Review the growth plan together. Update the evidence column. - Celebrate wins. Be specific about what has improved. - Honest assessment: "Here's where I see real progress: [X]. Here's where I think we still have work to do: [Y]." - Ask: "How are you feeling about your trajectory? Has your motivation changed?" - Adjust the plan if needed. Add new stretch goals if ahead of pace. - Discuss promotion timeline candidly: "Based on current progress, here's what I think is realistic." #### Weeks 7-8: Build the Narrative **Goal:** Begin assembling the promotion case. **Actions:** - Start documenting specific examples of growth for the next promotion cycle - Solicit 360 feedback from 2-3 stakeholders who have worked with Report E on stretch assignments - Share the feedback (positive and constructive) with Report E - Discuss: "Here's how I plan to advocate for you. Here's the story I want to tell. Does it feel accurate?" - Co-write the promotion case together: "I want us to build this together, not have it be a surprise." #### Ongoing (Month 3+) - Transition to regular Tier 2 or Tier 3 cadence based on engagement level - Continue quarterly career conversations using the template in Section 2 - Revisit promotion readiness at the 5-month mark with a go/no-go assessment - If the next promotion cycle is approaching, begin formal advocacy 6-8 weeks before decisions are made - Pre-calibration: Present the case with conviction, backed by the documented evidence trail --- ## 5. 4-Week Pilot Schedule ### Pre-Pilot Setup (Before Week 1) | Task | Due | Time Required | |------|-----|---------------| | Create 5 shared 1:1 docs using the template in Section 2 | Day -3 | 45 min | | Send each report a message: "I'm setting up a more intentional 1:1 system. Here's our shared doc — please start adding topics before our next meeting." | Day -3 | 15 min | | Book recurring calendar events per the cadence plan | Day -2 | 15 min | | For cross-timezone reports, propose two alternating time slots and let them pick their preferred rotation | Day -2 | 10 min | | Review this pack and select 3-5 questions per report for Week 1 | Day -1 | 20 min | | Identify one low-value recurring meeting to decline/delegate, freeing ~30 min/week | Day -1 | 10 min | --- ### Week 1: Launch & Establish Rhythm **Theme:** Set expectations, build the habit. | Day | Who | Duration | Focus | |-----|-----|----------|-------| | Mon | Report C (New Hire) | 45 min | Onboarding check-in. How are they feeling at Week 4? Biggest confusions? Use questions from 3B. Review or create 30/60/90 plan together. | | Tue | Report E (Passed Over) | 45 min | Career conversation Week 1 — The Acknowledgment Conversation (see Section 4). Listen more than you talk. Do not jump to solutions. | | Wed | Report D (Prioritization) | 30 min | Acknowledge the pattern you have observed. Frame as growth opportunity. Ask them to bring their current priority list. Use questions from 3C. | | Thu | Report A (Senior PM) | 30 min | Strategic check-in. Use questions from 3E. Ask: "What's the most useful thing I can do in our 1:1s?" Introduce biweekly cadence — confirm it works for them. | | Thu | Report B (Senior PM) | 30 min | Strategic check-in. Use questions from 3E. Establish biweekly rhythm (next meeting in Week 3). Explore whether they feel connected to product decisions. | **Manager Reflection (Friday, 15 min):** - Did each report add topics to the doc before the meeting? - Which conversations felt productive? Which felt flat? - For each person, write down one observation and one hypothesis about what they need most from you. - Update private coaching notes in each doc. --- ### Week 2: Deepen & Adjust **Theme:** Go deeper on developmental reports; skip biweekly seniors. | Day | Who | Duration | Focus | |-----|-----|----------|-------| | Mon | Report C (New Hire) | 45 min | Review 30/60/90 plan progress. Identify one quick win they can ship or present. Who have they connected with? Continue onboarding questions from 3B. | | Tue | Report E (Passed Over) | 45 min | Career conversation Week 2 — The Diagnostic Conversation (see Section 4). Share specific promotion feedback. Begin aligning on gap areas. | | Wed | Report D (Prioritization) | 30 min | Review the priority list they brought. Do a live stack-rank exercise. Introduce a simple framework (RICE, effort/impact matrix). Reinforce doc habit. | | -- | Report A (Senior PM) | Skip | Biweekly. Send brief async check-in: "Anything you need from me this week? Any blockers?" | | -- | Report B (Senior PM) | Skip | Biweekly. Available async via doc or Slack. | **Manager Reflection (Friday, 15 min):** - Is Report E re-engaging or withdrawing? - Is Report D making tangible prioritization progress? - Is Report C asking questions and building relationships, or isolated? - Are reports using the shared doc consistently? If not, what is the barrier? --- ### Week 3: Build Momentum **Theme:** Layer in growth plans; re-engage seniors. | Day | Who | Duration | Focus | |-----|-----|----------|-------| | Mon | Report C (New Hire) | 45 min | Shift from pure onboarding toward early coaching. Ask: "What's a decision you made this week? Walk me through your reasoning." Begin building judgment. | | Tue | Report E (Passed Over) | 45 min | Career conversation Week 3 — Co-Create the Growth Plan (see Section 4). Identify first stretch assignment. Signal investment. | | Wed | Report D (Prioritization) | 30 min | Review how they applied the prioritization framework this week. Celebrate progress. If they backslid, explore why without judgment. Use 3C questions about what they would stop if they had permission. | | Thu | Report A (Senior PM) | 30 min | Strategic update. Ask about biggest risk. Discuss org-level concerns. Explore growth/stretch interests. Use questions from 3E. | | Thu | Report B (Senior PM) | 30 min | Strategic update. Explore mentoring or sponsorship opportunities. Any frustrations with process or tooling? | **Additional Task:** - Schedule Q1 career conversations (60 min each) for weeks 5-6 with all 5 reports. Put them on the calendar now. **Manager Reflection (Friday, 15 min):** - Are reports consistently adding to the shared doc before meetings? - Which questions are landing well? Which fall flat? - Am I spending too much time on any one report at the expense of others? --- ### Week 4: Pilot Retrospective **Theme:** Evaluate the system and decide on adjustments. | Day | Who | Duration | Focus | |-----|-----|----------|-------| | Mon | Report C (New Hire) | 45 min | End-of-month onboarding check-in. Update 30/60/90 plan. Solicit feedback on 1:1 format: "How are our 1:1s working for you? What should I change?" | | Tue | Report E (Passed Over) | 45 min | Career conversation Week 4 — Begin execution phase. Review first stretch assignment. Provide coaching on upcoming opportunities. | | Wed | Report D (Prioritization) | 30 min | 4-week progress assessment. Is the prioritization gap closing? Decide: maintain Tier 2 or adjust. Solicit feedback on 1:1 format. | | -- | Report A (Senior PM) | Skip | Biweekly. Async check-in via doc. | | -- | Report B (Senior PM) | Skip | Biweekly. Async check-in via doc. | **End-of-Pilot System Retrospective (Friday, 30 min — solo):** Evaluate across five dimensions: | Dimension | Questions to Ask Yourself | Target | |-----------|---------------------------|--------| | Coverage | Did every person get their scheduled meeting? How many were rescheduled or cancelled? | < 20% cancellation rate | | Balance | What % of each meeting was the report talking vs. you? | Report should talk > 60% | | Depth | Did conversations stay at the surface (status updates) or go deeper (coaching, strategy, career)? | At least one "deep" topic per meeting | | Follow-through | How many action items from weeks 1-3 are completed? How many are stale? | > 70% completion | | Differentiation | Is each person getting what they specifically need, or am I running the same meeting 5 times? | Each 1:1 should feel distinct | Additional retrospective questions: 1. **Cadence:** Is the tier assignment right for each person? Does anyone need to move up or down? 2. **Duration:** Are meetings running over? Running short? Adjust in 15-minute increments. 3. **Doc usage:** Are reports adding to the doc before meetings? If not, what is the barrier? 4. **Question quality:** Which questions from the bank worked best? Which fell flat? Annotate the bank. 5. **Time investment:** Is the total time sustainable at 85% calendar utilization? What did you trade off? 6. **Biggest win:** What is the single best outcome from this pilot? 7. **Biggest gap:** What is still not working? --- ### Post-Pilot Decisions Based on the retrospective, decide: | Decision | Options | |----------|---------| | Report C tier | Maintain Tier 1 (likely, still in onboarding) or reduce to Tier 2 if ramping fast | | Report D tier | Maintain Tier 2 if still developing; promote to Tier 3 if prioritization is resolved | | Report E tier | Maintain Tier 2 (likely, mid-career plan); reassess at Week 8 | | Reports A & B cadence | Confirm biweekly works; consider monthly if they prefer and are truly autonomous | | Doc template | Adjust sections based on what is actually being used | | Question bank | Archive low-value questions, add new ones discovered during pilot | --- ## 6. Operating Principles ### The 5 Rules of This 1:1 System 1. **Their meeting, your investment.** The report owns the agenda. You own the preparation and follow-through. If they show up with nothing, that is a data point worth exploring, not a reason to fill the silence with your topics. 2. **Reschedule, never cancel.** Canceling a 1:1 sends a message: "You are not a priority." If a conflict arises, offer two alternative times in the same week. If you must skip, acknowledge it and explain why. 3. **Feedback has a 48-hour shelf life.** If you observe something worth discussing, bring it up at the next 1:1 or sooner. Feedback saved for a quarterly review is stale and feels like an ambush. 4. **Coaching over solving.** Your default mode in 1:1s should be asking questions, not providing answers. When you solve their problems, they learn nothing. When you ask the right question, they build a muscle. Use the question bank. Resist the urge to fix. 5. **Write it down or it did not happen.** Action items, career plans, feedback, and commitments live in the shared doc. If it is not in the doc, neither party can be held accountable for it. This is especially critical for promotion cases — you are building a paper trail of growth. ### Anti-Patterns to Avoid - **The status update trap:** If your 1:1 feels like a standup, something is wrong. Status updates belong in async tools. 1:1s are for coaching, unblocking, and relationship-building. - **The therapy session without action:** Empathy is essential, but every conversation should end with at least one concrete next step. - **The one-size-fits-all cadence:** Treating a new hire and a senior performer identically wastes everyone's time. The tiered system exists for a reason. - **Manager monologues:** If you are talking more than 30% of the time, you are doing it wrong. Track this mentally for the first few weeks. - **Skipping prep:** Five minutes of reading the shared doc before each meeting is the highest-ROI investment in your management practice. - **Hoarding feedback:** Do not save up observations for quarterly reviews. If something matters, it matters now. ### Quick-Reference Cheat Sheet | Person | Tier | Cadence | Duration | Primary Focus | Key Risk | |--------|------|---------|----------|---------------|----------| | New hire (PM) | 1 | Weekly | 45 min | Onboarding, quick wins, confidence-building | Overwhelm, isolation | | Designer (prioritization) | 2 | Weekly | 30 min | Prioritization coaching, frameworks, accountability | Defensiveness, shame | | Data analyst (passed over) | 2 | Weekly | 45 min (first 4 wks) | Career plan, advocacy, re-engagement | Disengagement, attrition | | Senior PM (A) | 3 | Biweekly | 30 min | Strategy, stretch opportunities, retention | Boredom, feeling ignored | | Senior PM (B) | 3 | Biweekly | 30 min | Cross-functional influence, career growth | Siloing, stagnation | ### Success Metrics (Assess at Week 8) | Signal | Healthy | Warning | |--------|---------|---------| | Report doc contribution | 4/5 reports add topics before meetings | Fewer than 3/5 contribute regularly | | Action item completion | 80%+ completed on time | Below 60% completion rate | | Report E engagement | Re-engaged, pursuing growth plan actively | Disengaged, interviewing, or withdrawn | | Report C ramp | On track for 90-day milestones | Confused, isolated, or underperforming | | Report D prioritization | Can articulate top 3 priorities; saying no to non-essentials | Still scattered; workload unmanaged | | Manager calendar impact | 1:1 system fits within existing capacity | Regularly skipping or shortening meetings | | Reports A & B satisfaction | Feel supported without being micromanaged | Feel neglected or over-managed | --- *End of 1:1 Operating System Pack.*