The team member and the team leader meet each week to review the one-on-one document and in that meeting they cover at the very least the following points;
- Good week? What worked well? Didn’t? How do you know (quantifiably)? Ideally observations are backed up by numbers / metrics. Something like “I had a fantastic week, my KPI of X hit it’s target and I managed to do it within my regular work day and the whole team is behind me to keep hitting it. Great week!” versus “great week, we are making progress, and I hope at some point in the not too distant future to hit our KPI.” The latter is vague and unactionable, not necessarily wrong and it could be the basis for some good conversations, but what would be better is “not a good week, we missed our KPI, the discrepancies are X, Y and Z and we have taken care of X as of today and I will get Y and Z closed next week so that by the time we talk next week I should be able to call it a fantastic week.”
- What can the team leader, the team, or the company start doing? Stop doing? Keep doing? To increase revenue? Reduce costs? Make something easier/better for you, your team, the company?
- Customer insights; Who did you talk to this week and what did you learn?
- Critical Number; on track for Gold, Silver, Bronze? If less than a Gold result, what corrections are being taken to make sure we achieve it?
- Accountabilities; up to date and within targets and if not, what corrections are being taken.
- Processes; defined and optimized and if not, what corrections are being taken.
- Team Scoreboard; discussed, understood, and informed. The scoreboard provides the information to independently make day to day decisions. If it doesn’t, correct it.
- Epics; on track and achieving the desired results - the critical number - if not, what corrections are being taken?
- Team Scorecards; if the person is a team leader a review of each person on the team’s results and progress and if corrections are needed, they are reviewed and confirmed.
- We need to be constantly learning. What have you read from our library of suggested books? And what are you reading now? Any insights from your learning that we should take action on?
- Are we working well as a team? Are our processes in order? Do we have any team or peer issues that we need to correct? What issues do we need to take to Retrospection to improve upon?
- Is our team cross-functional and self contained? Do we have outside dependencies that are slowing us down or blocking us? If we do what are they and how can we eliminate them? What should be taken to MetaScrum to resolve cross-team inefficiencies?
- Values; a review and affirmation of our values and if they are not being upheld for any reason, anywhere within the company, then the problem needs to be identified and corrected.
- Actions; the final step in the weekly one-on-one review is recapping the actions to be taken, and by when they will be closed, for all corrections or enhancements discussed above.
It is the responsibility of the person whose one-on-one document it belongs to, not the team leader, to prepare for the meeting and drive the agenda. Showing up for a one-on-one having not reviewed and thought through all of the above is not an acceptable use of time. A one-on-one should take less than one hour if both parties have done their homework prior to the review.
It is up to the individual in question if their one-on-one document is only shared with their team leader and their leaders leader, or if they share it further with their team, or the company as a whole.