Amazon 1:1s : 10 points for effective meetings with manager

In the ever-evolving landscape of the tech industry, a Software Development Engineer’s (SDE) journey is marked by continuous learning and growth. Having spent a year at Amazon in the Bay Area as an L5 SDE, I have come to recognise the pivotal role that effective 1:1 meetings with my manager play in shaping my professional development. This article delves into my personal experience and the insights gained regarding the significance of well-prepared 1:1 meetings, which, if harnessed appropriately, can greatly enhance an SDE’s performance and overall well-being.

From the day 1 of my tenure at Amazon, I recognized the value of diving headfirst into projects that demand my skill set and expertise. Working on two substantial projects during this time has been both fulfilling and enlightening, but in retrospect, it has become evident that my zeal for project work overshadowed other vital aspects of my career goals and growth plans. It was during this introspective phase that I acknowledged the importance of fostering a consistent and effective channel of communication with my manager, primarily through well-structured 1:1 meetings.

Below are 10 things to keep in mind that assisted me in having effective 1:1 meetings :

1. Prepare

Throughout the week, I meticulously gather notes in preparation for our upcoming 1:1 sessions. My primary goal is to ensure that I have a well-rounded selection of 3–4 substantial discussion points ready. These points typically include:

• Goals : Something that we identified earlier is critical for my long-term goals, or some skills I wanted to learn, and I couldn’t focus on them due to project work or any blockers.
• Feedback : Honest feedback about something that happened during the week. I usually start with something I could have done differently.
• Team Dynamics : What is happening with other projects and around the team. I generally ask him what’s burning that week and if there’s anything I can help with in particular. This discussion also involves the vibe around senior leadership and what they are focusing on. This way, I gain a good understanding of what’s happening at an organizational level and see if I am well aligned with the organizational goals. It’s really important that I understand what projects are coming up next and if I can see something interesting coming soon.
• Mentorship : If I am getting the right mentorship from my seniors. I generally discuss all the topics I talk about with my mentors. My manager would usually guide me to discuss a few topics as well with my mentors. This way, he gets an idea of what’s bothering me too.
• Personal goals : I feel lucky to have a manager with whom I can really discuss even personal goals. I look forward to his advice and guidance on so many things. These include what I want to be in the next 2 or 5 years, and which domains look promising in the next few years in the tech industry. This part really builds an excellent relationship with him. Not everyone may agree with discussing such things in a 1:1, but I make sure to keep 10 to 15 minutes towards the end to discuss such topics.

2. Make it awkward

• How can you tell if your 1:1s are effective? If the meeting feels a bit awkward for both of you, that’s actually a sign that the meeting went well. If you find your 1:1s comfortable, you might be missing something. So, how do you make it awkward? Ask some really honest questions and have a discussion about them. Here are a few examples from my own 1:1s that led to some pretty awkward but productive conversations.
• Do you think my work quality is better than average or not? If yes, what’s holding me back from moving to the next level? If not, what’s exactly lacking? Either way, it sparks an interesting talk.
• I’ve noticed that most of the innovative ideas come from leadership rather than the team. What’s causing this dynamic?
• Amazon is known for its challenging work-life balance. And I find it a myth. Can we discuss how I make better plan my tasks and learnings?

3. Ask for something

• Opportunities are there everywhere. You will have to ask specifically what you want. It could be as simple as below :
• Do you happen to know someone who could be a suitable mentor for me, considering my career objectives?
• How can I begin learning a specific skill, and could you help me find any projects where I could develop this skill?
• I’m interested in contributing to a hackathon. Could we arrange for me to have a few days in the next sprint to explore a particular idea? Do you have any contacts I could connect with to delve deeper into this concept.
• I’m eager to gain a better grasp of a project. Is it possible to arrange a meeting with their product team for an overview?
• There’s an opportunity to enhance my understanding of certain business workflows. Would you be able to request someone from our team to prepare a presentation on this topic?

4. Organisation plans and growth

• 1:1 meetings are the perfect time to chat about all sorts of things going on across the organization. Managers tend to know more about what’s happening across the team and the company. Usually, I kick off by asking about the most exciting stuff going on in our group and what major plans are in store for the business. This helps give me a clear sense of the main priorities and what top management is thinking about. Being on the same page as the long-term goals of the organization is really important. Personally, I prefer being part of a place that’s aiming high for the next 2 to 3 years. I also often chat about what others and senior SDEs are up to, along with any cool projects that partner teams are involved in. This kind of discussion keeps me in the loop and connected to what’s happening around us.

5. Skills and things you want to learn

• Over time, both prior to joining Amazon and during my time here, I’ve had a specific set of skills I aimed to learn. It’s really important to identify these skills and ensure you’re making progress toward them through your projects and learning experiences. In my case, these skills included creating large-scale systems from scratch, seeing projects through from start to finish with minimal assistance, and building relationships with customers and other teams. I also recognized that my communication and mentoring skills needed improvement. These aspects help me and my manager choose the right projects for me each time. I also make sure to set aside a day or two during a sprint to focus on my learning goals. This might involve exploring new technologies or gaining a better understanding of our team’s business. It’s crucial to identify these skill sets through the projects you work on and discussions with your mentors and managers.

6. Career development

• I joined Amazon straight after my Masters, not clearly knowing where I wanted my career to go in the coming years. After a few months at Amazon, I realised I was just making progress without clear goals and a career path. Having regular one-on-one meetings with my manager turned out to be crucial for shaping my goals. It’s important to keep things honest during these talks. Like we both acknowledged the fact that not everyone sticks with the same team forever. As priorities shift, people move on. Honestly, it’s a relief once you both acknowledge this. Being candid lightens the load and allows me to seek his advice on my career, whether it’s exploring a different role or a whole new career path. This approach has really helped to build trust. I know I can count on him for guidance when I’m figuring out what’s next for my career. I get that many people might disagree and say you shouldn’t share your personal growth plans with your current managers, but personally, I think opening up has actually deepened the trust between us.

7. Don’t discuss about project status

• One-on-one sessions are precious and personal. They should never revolve around the project you’re currently tackling, unless it involves discussing your individual goals and priorities. Project updates can be openly shared during standup meetings or scheduled separately for project discussions.

8. Guidance and Mentorship

• This hinges on your openness with your manager. I look forward to this conversation, typically reserving it for the latter part of our meetings. In my case, I, like my manager, transitioned from India to the US, albeit he did so years ahead of me. This gives him a much richer perspective on professional and personal growth in a foreign land. I use this time to seek his advice on a range of matters, including his experiences in the US and the professional choices he’s made. Here are a few instances:
• What’s life generally like in the US if I’m considering settling here long-term? (Given his 10+ years of experience in the US)
• With nearly 5 years in the software industry, what potential career paths could I explore from here? Which domains seem intriguing and worth investing some time to learn?

9. Life outside work

• I set aside some time toward the end of the discussion to conclude the meeting on a lighter note and talk about things outside of work. Although this is a great opportunity to grasp each other’s emotions and challenges, the discussion could be as simple as asking them what they generally do in their free time or on weekends. I find this question to be the most intriguing one for understanding someone. It often leads to further engaging discussions, and I genuinely enjoy learning how people spend their time productively beyond work.

10. Honest Feedback

• Receiving feedback like “You’re doing well” or “Your writing skills could improve” doesn’t offer much insight due to their vagueness. My approach is to target specific tasks and seek feedback on those. For instance:
• How did the recent presentation unfold? Can you pinpoint areas that need improvement? Did the skip manager offer any feedback?
• How did the design review pan out? In your view, was the quality of work satisfactory, or could it have been better? Are there any specific details we could have incorporated?
• From your perspective, how am I progressing towards my career goals and skill development? I usually begin this by being self-critical and then ask for additional insights from your end.