EMPOWERED

CHAPTER 10The One‐on‐One

I'd be surprised if you haven't at least heard about the coaching technique known as the “one‐on‐one” (aka “1:1”) and you've probably experienced some version of it yourself. But judging from my discussions with countless product managers and product leaders, you may have never experienced this technique done well. Yet this is the foundation of coaching.

As I (Marty) wrote this, I was trying to remember where I learned these points and the key people who influenced my views. After so many years, it's tough to say, but it represents the best of more than a dozen managers that helped me during my own development—either directly as my manager, or indirectly as a colleague that I learned from. Ben Horowitz is an example of the latter, as he made a big impression on me regarding this technique.

This chapter is written for the manager of individual contributor product people. The people responsible for hiring and developing product managers, product designers, and engineers.

Keys to Effective One‐on‐Ones

The Purpose

The primary purpose of the 1:1 is to help the product person develop and improve. Yes, you will get an update. Yes, you will be able to discuss work. But this is first and foremost about helping the person to first reach competence, and then to reach her potential. If you lose sight of the purpose, the real value of this session is quickly lost.

The Relationship

This is a relationship that depends on trust. The product person must understand ...