I have reported to an existing project as a PM (first time), 7 days into the roles. Team is new to me. I had a formal introduction and I am yet to understand the project details as I have not received the credentials to access any of the project artifacts. What is the right time to have one-on-one meeting with the team? Also these meetings do not happen in the company in any other project as I know. So I am a little confused as to commence it now or a little later once I understand in and out of the projects clearly. Saving Changes...
Ramachandran SwaminathanRegional Delivery Manager| Oracle Consulting IndiaBangalore, Karnataka, India
Roopa - The ideal time for such things is immediate. Start with the one-on-one discussions, it will make the team feel that they get individual attention, but make it clear to them that you are not trying to solve their individual problems in the project. The discussion is only for a better understanding of the team member and what role he/she plays in the current project Saving Changes...
Can i also include their career development and action plans to start with in the first one-on-one. I am planning to have follow up one-on-ones to review how they are doing both in project as well as wrt their goals towards their career. I am trying to create a template for the same. Saving Changes...
Ramachandran SwaminathanRegional Delivery Manager| Oracle Consulting IndiaBangalore, Karnataka, India
Usually the project manager's first priority is the project, and not the career of the team members, and that is why we have competency manager/functional managers to whom they directly report. Since i dont know the exact responsibilities that you have in the project and since you mention that you are a first time project manager, I cant comment much on this aspect
But if i were in your position my immediate focus would be project related matters and not career, though you can discuss those items with the team say 6-8 months down the line. Saving Changes...
Good for you for taking the initiative to start 1:1's with team members even though this is not a standard practice at your company!
While the people managers will be the team members' primary resource for career development discussions, consider meeting with those people managers (individually) to understand what your team members' personal/career development objectives are and then see if there are ways to help them achieve those through their work on your project.
Kiron Saving Changes...
Andrey GrubinPMP, PMI-ACPBrooklyn, Ny, United States
It's a great approach to start 1 on 1s with your development team. Just remember: there’s no one way to organize a 1-1. In fact, many factors dictate the best way to structure your meetings for success; including the emotional needs of those you manage, your relationship, and the team member’s experience level. The most important element in a successful 1-1 is creating a space where individuals feel comfortable to discuss the issues and concerns on their mind. Saving Changes...
Mark EckmanSenior Project Manager, PMP| VeoliaEmporia, Va, United States
I am in agreement with our colleagues that the quicker you can meet with your team in 1 on 1's the better. You will probably get the most accurate and realistic feedback from them on the project status and health as well as the initial details you need to get your sense of directions.
Project is first priority, team members career path and your help with that is secondary, (but still important), but that will come as you develop your relationships with each team member and get to know them where they are at now. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
One-on-ones are about relationship management, even more than work management. Of course, there is never a bad time to build relationships. (As someone said, you have to build the relationships before you need them.)
As a project manager, you should help the team members' reach their potential, both for your project's and the member's sake. Saving Changes...
Gwendolyn PricePresident| Better Than Yesterday LLCAlexandria, Va, United States
I don't do one-on-ones personally, because my projects are agile, and my team members are co-located. We work weekly on trust and collaboration so that we can function as effectively as possible. In addition, for team members that are open to it, I use a coaching, instead of a 'telling', style to enable them.
It sounds like your project might be waterfall, and if that is the case, you might want to consider an alternate technique--walk and talk. This requires you to build time into your schedule to socialize with your team members--e.g., stopping by their desk impromptu, water cooler talk, etc. I've found that this is an effective substitute for one-on-ones, especially if you maintain an 'open door' policy. The more motivated team members will find time to chat with you about their needs, and it will be easier to identify the ones who you might need to work harder with to build a relationship.
Hope this helps.
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1 reply by Stéphane Parent
Sep 30, 2017 6:24 PM
Stéphane Parent
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Just because agile frameworks doesn't specifically include one-on-one meetings does not preclude them, Gwendolyn.
The problem with walk and talk - used to be called management by walking - is that it is disruptive by nature. We all know how long it takes for a person to get back in the zone.
It is also more difficult to build a rapport with the person. My experience shows that people will tell you things in a one-on-one meeting that they would not say in a team meeting, regardless of trust.
Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Sep 30, 2017 6:18 PM
Replying to Gwendolyn Price
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I don't do one-on-ones personally, because my projects are agile, and my team members are co-located. We work weekly on trust and collaboration so that we can function as effectively as possible. In addition, for team members that are open to it, I use a coaching, instead of a 'telling', style to enable them.
It sounds like your project might be waterfall, and if that is the case, you might want to consider an alternate technique--walk and talk. This requires you to build time into your schedule to socialize with your team members--e.g., stopping by their desk impromptu, water cooler talk, etc. I've found that this is an effective substitute for one-on-ones, especially if you maintain an 'open door' policy. The more motivated team members will find time to chat with you about their needs, and it will be easier to identify the ones who you might need to work harder with to build a relationship.
Hope this helps.
Just because agile frameworks doesn't specifically include one-on-one meetings does not preclude them, Gwendolyn.
The problem with walk and talk - used to be called management by walking - is that it is disruptive by nature. We all know how long it takes for a person to get back in the zone.
It is also more difficult to build a rapport with the person. My experience shows that people will tell you things in a one-on-one meeting that they would not say in a team meeting, regardless of trust. Saving Changes...
