Usually people clam up and are not vocal during group meetings. I am not one of them but it's super common. 1-1s allow people to be more candid.

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JohnMakin 3 hours ago | parent [-]

I am not against 1 on 1's, but making that a regularly scheduled thing as if that adds value is kind of what I am arguing against. If people don't feel comfortable voicing something unless it is in private to their manager, that suggests to me two things - the manager/leadership is not fostering a collaborative environment, or the person needs to work on that (with the assistance/support of their manager), which I see as a manager's primary value gain, empowering their employees.

Managing via 1 on 1's sounds (to me) like a complete waste of everyone's time and a little bit toxic. It also can create an environment encouraging people to go around each other and backstab rather than collaborate. I have been in a lead position before, I'd be very concerned and probably have a series of chats with any dev that sat on something like a blocker until we spoke one on one, or only felt comfortable speaking one on one.

Some things do need to be spoken privately, and they should feel comfortable doing so/scheduling it, but a regularly scheduled thing as a way of managing, unless I am completely misunderstanding GP comment, is crazy to me. Of course I am speaking strictly manager/lead -> developer. A manager managing managers is probably quite a bit different and does require scheduling 1 on 1's regularly to align and adjust, but I wouldn't really know, because I've never been in that role.

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lovich 3 hours ago | parent [-]

You are working against human nature if you think most people are not going to feel more comfortable talking about private matters in a 1:1 vs a public environment.

You're also an asshole manager if you're giving any sort of negative feedback on a person in a public setting.

You could always just schedule a meeting when someone needs a course correction, but then your employees who are clever little humans, will quickly figure out that any ad hoc meeting is going to be a problem for them and then have anxiety about those, even if its going to be a positive meeting for once.

Have you never heard people joke that their boss asked them for a quick chat and they thought they were getting laid off?

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JohnMakin 2 hours ago | parent [-]

> You are working against human nature if you think most people are not going to feel more comfortable talking about private matters

This is reframing the discussion a little bit. I said up thread, certain things need to be discussed in private, but why would it be on a regular, frequent cadence?

As far as negative feedback - yes, but isn't that what quarterly/bi-yearly/yearly reviews are for? If someone requires negative feedback on like, a once a week cadence, I'd be very concerned that employee was a good fit or being managed wrong.

	▲	lovich 4 minutes ago \| parent [-]
		The longer the period in between reviews the larger the gap can become between the manager and employees perception of the employees performance. Personally I don’t think once a week is absolutely necessary but I tailored it to the employees. I let them choose a cadence with a maximum of once a week and a minimum of once a month and had a mixture of choices amongst my team. Some people also want to feel heard, but I had to balance that out with my other responsibilities and couldn’t guarantee I could drop everything to talk, so I carve out the time on my calendar and also made it clear that we could drop the meeting that week if both parties felt it was unnecessary