Your manager has a preoccupation, but do you know what it is? The answer reveals a clue about their focus and the culture this manager will foster.
Join us in episode 328 as Joseph Griffiths shares advice for making 1-1s with your manager and skip-level manager more productive, guidance for the aspiring managers listening, and observations from managing both technical and sales teams. We look at all this through the lens of a manager’s focused prioritization, the difficult part of being consistent, and the reasons we should all use boundaries and limits to improve the quality of our work.
Original Recording Date: 04-17-2025
Joseph Griffiths is a tech industry veteran with experience across technical sales, enterprise architecture, and systems administration. If you missed part 1 of our discussion with Joseph, check out Episode 327 – A Passion for Growth: Storytelling and Interpersonal Skills with Joseph Griffiths (1/2).
Topics – Optimizing 1-1 Meetings with Your Manager, Priorities as a Manager, Observations from Managing Different Personas, Manager Preoccupations and Culture Indicators, Advice for Future Managers
2:55 – Optimizing 1-1 Meetings with Your Manager
* What would Joseph tell the individual contributor who isn’t used to 1-1 meetings with their manager or doesn’t know how to leverage them effectively?
* “Everyone appreciates a human perspective…. If I as a manager come to the table and say, ‘here’s my agenda for the 1-1 that I expect you to do every week,’ it’s going to be real hard to come to me and be honest about the things you’re struggling with. It’s really, really hard to talk to someone who’s only business. As a manager it’s a lot easier if I just keep it business because then if issues happen or stuff it’s less emotional entanglement. But I think it’s the wrong way to do it. My job is to serve the people. My goal for 1-1 was to first breed trust and comfort.” – Joseph Griffiths
* The secondary goal of Joseph’s 1-1s was to allow the individual to share items that require his help, encouraging honesty about the challenges.
* Sometimes, a manager does need to use the 1-1 to deliver specific information that is best shared 1-1 (i.e. compensation changes, policy changes, etc.).
* Joseph usually had 1 thing he wanted to cover with the individual per 1-1. The rest of the meeting was for the individual to control the agenda.
* Joseph would recommend we take 5 minutes before a 1-1 with our manager to think about the overarching challenge we’re having rather than what is top of mind.
* “It’s very easy to walk into there and come out of a bad meeting the hour before and go, ‘I just had a horrible meeting and this is why.’ But is that really the problem, or should we be talking about something that is bigger or wider or more challenging? I think spending 5 minutes preparing with a OneNote sheet or a Notepad or whatever and just writing down…these are the 3 things that I want to talk about…and I need either some guidance for them or I need you to knock down a wall. That’s another one. Ask your manager to knock down a wall.” – Joseph Griffiths, on 1-1s with your manager
* Every manager is different, so you will need to feel things out with your manager when it comes to knocking down walls.
* Joseph says we can also bring ideas to the 1-1 for things that might improve the health of the business.
* If our manager agrees with our ideas, they can support the ideas and give us greater visibility within the organization.
* Joseph mentions when we have an idea, it is unique and special. But it’s also something we are likely to spend extra energy and effort doing.