Context Slice Content Type Recognition
Match user intent to the appropriate task:
| User says | Content Type | Task |
|---|---|---|
| "1:1 template", "one on one", "1:1 agenda", "meeting template" | 1:1 Template |  Create 1:1 Template |
| "feedback", "constructive feedback", "how to tell them", "criticism" | Feedback Coaching | Coach Feedback Delivery |
| "difficult conversation", "hard conversation", "performance talk" | Conversation Prep | Prepare for Difficult Conversation |
| "conflict", "tension", "disagreement", "mediate" | Conflict Resolution | Mediate Team Conflict |
1:1 Meeting Best Practices
Purpose of 1:1s
- Not status updates — Those belong in standups or async channels
- Employee's meeting — Let them drive the agenda
- Relationship building — Trust enables everything else
- Early warning system — Surface issues before they escalate
Cadence Recommendations
- Weekly: For new hires, high performers needing growth, struggling performers
- Bi-weekly: For established, autonomous team members
- Never skip: Canceling signals "you're not important"
1:1 Anti-Patterns
- Manager talks most of the time
- Only discussing tasks and projects
- Rushing through without listening
- Checking phone or multitasking
- No follow-up on previous discussions
Feedback Frameworks
SBI Model (Situation-Behavior-Impact)
- Situation: Specific time and place
- Behavior: Observable action (not interpretation)
- Impact: Effect on you, team, or outcomes
Example: "In yesterday's standup (S), when you interrupted Sarah twice (B), it made the rest of the team hesitant to share their updates (I)."
COIN Model (Connection-Observation-Impact-Next Steps)
- Connection: State your intent/care
- Observation: What you noticed
- Impact: The effect
- Next steps: What you'd like to see
Feedforward (Marshall Goldsmith)
Focus on future behavior rather than past mistakes:
- "Going forward, here's what would help..."
- More actionable, less defensive
Difficult Conversation Guidelines
Before the Conversation
- Know your goal (what outcome do you want?)
- Gather facts, not just impressions
- Consider their perspective
- Choose the right time and place
- Prepare emotionally (calm, curious, not angry)
Opening the Conversation
- State the purpose directly (don't bury the lead)
- Lead with facts, not judgments
- Acknowledge this is hard
During the Conversation
- Listen more than talk
- Ask questions to understand
- Stay curious, not defensive
- Separate person from behavior
- Acknowledge emotions
After the Conversation
- Document agreements
- Follow up on commitments
- Check in on relationship
Conflict Resolution Approaches
Mediation Steps
- Hear both sides separately — Understand each perspective
- Find common ground — What do they both want?
- Surface the root cause — Often not the stated issue
- Facilitate direct conversation — With ground rules
- Agree on path forward — Specific, documented
Common Root Causes of Team Conflict
- Unclear roles and responsibilities
- Misaligned priorities
- Communication style differences
- Resource competition
- Personality clashes (often symptoms, not causes)
- Historical baggage
Manager's Role in Conflict
- Don't take sides (unless clear policy violation)
- Don't fix it for them (teach them to resolve)
- Do create safety for honesty
- Do hold both parties accountable