This is also why having a good manager is key; I worked as an engineering manager and kept a near weekly 1-1 with my engineers, not per se to socialize, but to allow them to ask questions about the tasks, implementation comments, etc. but the environment I created allowed them to talk other stuff. All my associates appreciated this mix of technical talk, but also fun discussions, etc. I am sure it help them to stay a bit more involved and sane. You can check recommendations on LinkedIn for confirmation ;-), but my whole team was remote.

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renjimen 2 hours ago | parent | next [-]

I do this with my team. We spend more than half of our weekly 30 minute 1-on-1s talking about anything but work. That isn't written down anywhere, it's just a natural consequence of us being interested in each others' lives, and prioritizing that over "getting back" 20 minutes to do more work.

We also have a team-wide monthly "happy hour" where we bring one discussion point each, usually an interesting article. They're a lot of fun, and I appreciate my colleagues in a much more rich way than I would have otherwise.

It's so obviously important that we maintain semblance of community through live conversation in remote workplaces. I spend more time "with" my remote colleagues than I do with anyone else in my life, including my wife. The human brain does not separate cleanly into "colleagues" and "friends".

	▲	jghn an hour ago \| parent \| next [-]
		What if they don’t want to spend their time making small talk with their boss or manufactured chit chat at a happy hour? I get that a lot of people need this. I don’t need my work to provide a social life, I’d rather get my sjit done and leave. When I socialize in a work capacity I’m doing it because it helps me do my job better, not because I want to
	▲	gbraad 2 hours ago \| parent \| prev \| next [-]
		The risk I often see is when the company also emphasizes this 'family' ideal. I think that is unnatural and forced; most of my associates hated this. It ruins the work-life balance. I found it more important to emphasize trust, and allow them to handle these conversations/attendance If they couldn't, that's fine. Outside factors can disrupt this, ... So I wouldn't complain if there was a no show once in a while. We had a monthly tea(m)time to share tea and talk about anything, hobby topic or something technical. It was fun to see what people do with 3d printers, especially those that had no time/space for this.
	▲	SoftTalker an hour ago \| parent \| prev [-]
		I've had 1:1s like this and I'll tell you it was entirely performative. Yes my manager and I chatted about non work stuff for half or even all of the meeting but it was all fake, just talk to get through the meeting.

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zelphirkalt 2 hours ago | parent | prev | next [-]

I had 1on1s every 2 weeks and it was always annoying. Partially, because I didn't feel like "opening up" to this team lead and didn't feel like he was on my side or had my back at all. In the end I should be proven right, due to something he did when I left the company and also right before I left, which was one of the reasons I left. Turned out my gut feeling was right, to distrust this guy. He probably just went through the motions of what he had read somewhere of how to be a team lead, instead of really being in it.

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Jcampuzano2 2 hours ago | parent | prev | next [-]

Maybe my managers have always sucked or I'm terrible at sharing info or not very chatty with people at work but I've personally always found weekly 1-1's to end up being fairly useless.

May just be a person by person thing though, not saying what you have is bad per say.

Very rarely did anything actually get discussed of any meaning. Ive always found them to end up just being another annoying meeting in my calendar.

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gbraad 2 hours ago | parent | next [-]

If the engineer didn't want, I never forced them. I made them meaningful. Even had an engineer ask me to continue with them after he changed to another manager.

And no, not all conversations were easy. The hardest for me was with my associates in an active warzone.

I often heard associates complain that their previous manager didn't have effective talk; mostly just asked "how was your weekend". Associates care you understand them, if they have difficulty with the monetary discussion you help them with this too, etc. for me, their growth helps building the team, and the overall well being influences that!

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mschulkind 2 hours ago | parent | prev | next [-]

I've found what works best here is just switching to every 2 weeks or every 4 weeks. If you have little to talk about in a 1:1, feel free to end early, and then double the length of time until the next one.

	▲	gbraad 2 hours ago \| parent [-]
		Yep, time box it, so you know you have time, but allow it to e shorter!!!! Or reschedule. Mostly I had 20mins, every week with most. Some became 45mins or more, as we rambled on about tech or some other topic. And one requested it once every 2 weeks. Fine with me. If that makes them feel better, please.

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SoftTalker an hour ago | parent | prev | next [-]

Agree. they've always been meaningless ceremony in my experience.

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tayo42 2 hours ago | parent | prev [-]

I think almost all of my managers sucked and probably most in the world do. There's no real training, MBAs have their reputation for a reason or they're engineers promoted and maybe have a random close by mentor at best. The position is filled with career climbers. Career climbing doesn't priotize employees best interests.

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wonderwonder 42 minutes ago | parent | prev [-]

I work remotely, my manager for the last 4 years had a 1:1 on the books every Friday. We met a total of 7 times, 4 of those were to give me my annual review and tell me my bonus.