> The best companies I worked for had no 1:1's
The problem with this is we will ask, “if you want to talk about career progression, or go over a technical question, or talk about performance feedback, how do you get that from your manager?” And one might say, “just Slack them or ask them for a call.”
And the problem is that you now have created an environment where the voices the manager hears the most are the squeaky wheels, the people who can play politics. You don’t want that as a manager - you want an environment where you can get the best from all your team and everyone has the opportunity to get the benefit of a structured communication cadence with their manager, regardless of who plays politics.
There are some situations where you really don’t need 1-1s but these are rare edge cases (Jensen Huang is famous for not having them… but the people that report to him are senior enough to report to the CEO of the worlds largest company. So they don’t need much supervision.)
I will agree 1:1's can potentially be useful, however, having them on a weekly basis often is way too frequent. I can count on one hand the number of useful 1:1's I've had over the past 10 years.
If you need 1:1 to talk about technical questions, something is horribly wrong. And I would expect pwrformance feedback to have its own set of meetings.
Second, scheduled 1:1 is not a mechanism to avoid politics. People who can play politics better are as much advantaged as they are without it. They will simply know better what to say and do in those 1:1.
> If you need 1:1 to talk about technical questions, something is horribly wrong. And I would expect pwrformance feedback to have its own set of meetings.
With this approach, I hope you are not a manager.