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Refer to "Just Cause" Procedure of Exceptional Situations.
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Write Things Down
State Facts
Facts are rarely controversial and often a great way to start conversations.
Describe a concrete situation.
E.g., "In the meeting last Thursday, you emphasized a couple of times that the existing codebase was a mess and that it is a pain to work with."
Own Your Feelings and Thoughts
Express your feelings and your story.
Describe felt consequences.
Critique only behavior(s) and not people.
E.g., "I noticed a distressed look on Jeff's face, who wrote most of that code. So I don't think I am the only one who sees it that way. From what I can see, you are not reaching people."
Propose Options
State what you value or the kind of impact you'd like to see.
Collect suggestions, but it's their scenario to resolve.
E.g., "What do you suggest to avoid this in the future?" Hear the suggestion, "Can you be more specific?"
Request
Collaborate or explain concrete actions that they should take.
Agree on how to move on, timeliness, and follow-ups.
E.g., "Thanks for listening and for considering my points. Let's talk again in two weeks to discuss how things are going and if you notice any changes in your interactions with colleagues."
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Be aware of the unintended consequences of casual feedback.
Tips for Successful One-on-One
Always share an agenda before the 1-1 meeting time
1-1s are not status updates; they’re about conversations, feedback, and recognition that mattersmatter, not status updates
Trust begins with active listening and calm presence
Create a safe space to speak openly, and bring polite candor
Clear the network load, so the video works, and we can see each other
Wrap up the 1-1 by writing down notes while conversations are still fresh in mind
Document specific, measurable, attainable, realistic, and time-bound (SMART) expectations for agreed actions
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