Sawan Jasoliya

There are two kinds of bosses in this world: Boss#1 and Boss#2. Boss#1 is straightforward, direct, and curt: > "Come to my office." Simple, isn’t it? It’s like getting a command from the mothership. No context, no time consideration. You don’t know if it’s about a minor clarification or a potential showdown that might end in a week's worth of extra work. And then we have Boss#2. Oh, Boss#2 is a breath of fresh air: > "Please come to my office at your convenience for a discussion on the last DPC breakdown / some other matter." Or, even better: > "When will you be available to meet me in the office for around 15 minutes to discuss the last DPC breakdown / some other matter?" Isn’t that refreshing? Boss#2 sounds like they actually respect your time, gives you context, and *maybe* values your presence. They’re probably the ones who remember your name and maybe even ask you how your weekend was (and actually care about the answer). The Big Question...

Eliminate your 1:1s Give feedback in front of people. Here’s why: Jensen Huang, CEO of NVIDIA, has 60 direct reports and zero 1:1s. He flattened all hierarchy, and in doing so, removed all games of telephone that can often dilute company mission and directives. Jensen has one meeting with all 60 direct reports. During that meeting he gives individual feedback…in front of the entire group. Sounds frightening to the average person and, when done poorly, could result in a toxic culture. Feedback in front of others, done well, can be both empowering and incredibly impactful. Jensen believes that giving feedback in a 1:1 session robs the other 59 reports of learning that same lesson. Similar principles are used in big coaching workshops like those Tony Robbins runs. Tony gives feedback to one person in front of the whole room of 3-4k people. Everyone gets to reflect on the lesson and apply learnings to their own experience. This principle is modeled in our Inflection retreats as well. At a ...