Really appreciated the nuance here. It’s a great reminder that canceling 1:1s isn’t a one-size-fits-all move. Personally, I check in with my team first—and only if something feels off or progress stalls, I set up 1:1s. Otherwise, I keep them early-stage and lean on regular syncs for collaboration. The real skill is knowing when to flex each format to support growth and autonomy.
Cannot agree more - I have the same consensus with my team, and they know I always have time on ad-hoc basis to discuss whenever they need help or support or brainstorming partner
Yes, I have always felt this fosters a productive environment—where delegating is effortless and everyone feels comfortable coming to us whenever they need support. It's all about empowering the team
I love the matrix you included here regarding how to think about cancelling 1-on-1s or not.
Thank you for the thought-provoking article!
trailblazingtwenties.substack.com
Thank you for reading 🤗
Really appreciated the nuance here. It’s a great reminder that canceling 1:1s isn’t a one-size-fits-all move. Personally, I check in with my team first—and only if something feels off or progress stalls, I set up 1:1s. Otherwise, I keep them early-stage and lean on regular syncs for collaboration. The real skill is knowing when to flex each format to support growth and autonomy.
Cannot agree more - I have the same consensus with my team, and they know I always have time on ad-hoc basis to discuss whenever they need help or support or brainstorming partner
Yes, I have always felt this fosters a productive environment—where delegating is effortless and everyone feels comfortable coming to us whenever they need support. It's all about empowering the team