Typically, as engineering managers, we spend at least a half of a day on various meetings. It might be one-to-one meetings, project status, escalation or meetings with stakeholders. Therefore, better off being well-prepared, since without the specified structure, any meeting is worthless.
I don’t intend to describe the lifehacks, tips for efficient meetings, like setting up an agenda, sending out invites, and things like that. I want you to understand the structure of meetings, including the questions to be addressed and the expected outcomes.
The GROW model is widely spread in the business world because it is unquestionably not rocket science; it’s straightforward, based on logical principles that managers apply on a daily basis.
Let’s roll and see how GROW principles work in a 1–1 meeting with your teammates.
Goal.
There’s nothing better than achieving your goals, whatever they might be.
At the beginning, all attendees should define meeting goals. There’s a fine line here: ALL attendees should be proactive at this point, since if each of them (at least, some of them) suggests goals, they will take responsibility for realization. Moreover, being on the same page from the start will save your time from unnecessary conflicts/resistance later on.
Getting back to our case. Usually, in 1–1 meetings, people do not know where to start. The meeting is merely scheduled in the calendar, and OMG, you have to cope with it.
First off, try to find common ground with your teammate; set up what your team member wants to carry out at the beginning of a meeting:
- What problems do they have?
- What are their plans for the next quarter?
- What questions do they have in mind?
Gather as much information as possible, and then put it all together and define goals. For instance, an employee asked to be compensated for their professional education. So, now the goal is found.
Reality.
Reality is frequently inaccurate.
To figure out where to go, you should know where you are. Again, all attendees should clearly understand the current state, resources, limitations, useful contacts, and anything that might help to achieve goals faster than ever.
As a manager, you should listen carefully to each teammate and stop unnecessary discussions.
In our scenario, you should definitely explain:
- How does the compensation process work?
- What financial/time limitation does it have?
- What artifacts do you need from the teammate's side?
- Who is in charge of it?
Options.
I may be running out of options, but running out isn’t an option.
At this moment, we collectively know what to solve and what the current state is. So, we’re really craving for the ways HOW to deal with it (aka “options”).
That’s the brainstorming phase, when attendees try to generate as many options as possible to achieve goals. A manager moderates the focus of discussions without unhealthy criticism.
After you explain the compensation details, you should generate options together with a teammate. For instance, since there's a financial limitation, you could suggest paying off half of a course price or explain how internal education in a company works; probably, they’d have a course inside.
Will.
Your will shall decide your destiny.
It’s time to decide and act. At this stage, attendees choose options that are suitable for the current goals. Options that would help to achieve them with minimal effort and maximum efficiency.
Each attendee takes responsibility for a concrete action item. At the same time, you as a host should give priorities, deadlines, and other details.
Next actions for our scenario. A teammate has to give you the invoice from a course that is the proof for the accounting department. After that, you have to send an official email with the attached invoice and confirmation from your side.
Conclusion.
There’s nothing better than structure and conscious attention. We’ve just looked at GROW principles, the instrument that should be in your tool belt of an amazing engineering manager.
And never forget, the principles make sure that nothing prevents a team from reaching its goals, and you, as a manager, should lead them in that way.
Thanks for reading, and good luck!
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