Part 2 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.

Part 1 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.

This guidance tells you how to avoid the mistake of "Agenda Fascism" in One on Ones.

Sometimes managers don't want to do One On Ones. One of the reasons they give is,"I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.

Sometimes managers don't want to do One On Ones. One of the reasons they give is,"I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.

Part 2 of our second chapter on directs resisting One On Ones.

Part 1 of our second chapter on directs resisting One On Ones.

How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.

How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.

Some directs will tell you they don't have time for One on Ones.  They're wrong, for all kinds of reasons.  Here's what to say to get them over the hump.