📘 Introduction to 1on1 [Silicon Valley Style: The Ultimate Way to Develop Talent] Book Review

It is said that Yahoo Japan Corporation started "1on1" in Japan in 2012.
I imagine it is now being implemented in many companies.

However, I also hear about "1on1 fatigue" and it becoming a "mere formality"...
Even management philosophies can become mere formalities, so I suppose some ingenuity is required.

Thinking I would re-examine "1on1," I read one of the introductory books, [Silicon Valley Style: The Ultimate Way to Develop Talent].

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1on1 = Time for the subordinate

The author states that "communication in organizations is just 'information exchange' to produce results," and that "dialogue" focused on the "individual" brings about continuous results. I can imagine that to some extent. So, what are the specific benefits?

8 things achieved through 1on1(pp. 45-62)

1. An unshakable relationship of trust is born between the supervisor and the subordinate

2. A subordinate who was on the verge of taking a leave of absence due to poor physical or mental health starts working energetically thanks to early intervention

3. A subordinate who lacked motivation starts working proactively

4. No more subordinates becoming grumpy after performance reviews

5. The top 20% of high performers who were getting bored with their work start challenging themselves with passion again

6. Talent management shifts from "reactive response" to "proactive measures"

7. The "Do you have a moment?" meeting time from subordinates truly becomes just a "moment"

8. Surprise resignations disappear

Can you visualize "time for the subordinate"? Can you perceive things without dialogue? Subordinates tend to watch their supervisor's facial expressions. That is just how it is. If you observe carefully, you might discover signs. However, they are not only concerned about work.
You won't know the background or circumstances unless you ask. And I believe that the act of "listening" itself is the first step toward respecting the other person.

"I wish you had told me..."
You might think that. I often think that.
Considering the busy supervisor, or disliking the grumpy supervisor, it is better to assume that it is a "big deal" for a subordinate to call out their supervisor.

Without a relationship of trust, both the supervisor and the subordinate will likely feel anxious. Anxiety may breed suspicion.

This book also explains schedules, spaces, tools, questionnaires, and more in concrete terms. I recommend it as an introductory and practical book on 1on1.

However, what I felt strongly in this book was not about 1on1.
In this era of diversification and individualization, management, leadership, and talent development can no longer be done in a uniform way. The skills required of supervisors are becoming increasingly difficult. In other words, the manager's skill level is becoming crucial.
Dialogue is important for goal management, teaching, and coaching. Yet, "playing managers" (managers who also do individual contributor work) are still accepted as a matter of course.
I hope management will provide the time and money for managers, who are currently muddling through with their own methods because they lack time due to their individual contributor work, to receive high-quality input.

Thank you for reading until the end.
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