We're back. We're back. We're doing a podcast. I almost slipped. We are in a, we are going on a little

offsite, Q4 offsite in a little bit somewhere undisclosed location. There's a little hint.

You can tell by my flannel shirt where we're going. Yeah, heavy flannel shirt. I'll be sleeping in a twin bed in Vermont tonight. Yeah, yeah. Definitely. All right. So this episode of Seeking Wisdom, we have a topic. A topic from a listener. Okay, who's the listener? Okay. Listeners, Corey. Shout out to you, Corey. He sent you a message and said, Good morning,, I know you're swamp, but I have a quick question. You're known to someone who has conducted and put forth amazing one-on-ones. Corey, I wouldn't call them amazing. Stick to what he wrote. They're okay. I'll be leaning a sales team in the next two to three months and I'm trying to come up with a great format for sales one-on-ones, anything you've used in the past, which has worked. About two minutes after Corey sent that, I got a screenshot of it from UDC and said, let's do a seeking wisdom on this topic. And first of all, shout out to you, Corey. I love this. He's not managing a team yet, but he's thinking about managing a team and getting ready for that. He's a planner. I like it. So I love that. There's so much that we've talked about with one-on-ones,

but we rehash a lot of it. Early days of Drift, you wrote a wiki post, which I should have pulled up for this, which is about one-on-ones, but you do have a religion around one-on-ones. Yeah, I definitely have religion. I was having a meeting with Carrie on the team today, who runs learning and

development here at Drift.

Shout out Carrie.

And she came from Zappos and Amazon and doing all sorts of leadership stuff there.

And we were working on a set of new kind of what we call management principles.

We have leadership principles here.

We're working on management principles.

And in that management principles, one of the things that we spent a lot of time talking about was one-on-ones and the importance of the one-on-one because she was

asking what's one thing that I would tell the current managers here to do better to stop you know

either to stop doing or continue doing she has to you what you would tell. Yeah. And I said one-on-ones.

I don't think all the teams are yet consistent enough for one-on-ones.

And I think we should strive for, we should have a minimum of having one-on-ones every two

weeks, so bi-weekly.

But we should always be striving to have a one-on weekly.

And the reason that I said that to her was like, I don't know how you can be managing a

team or person if you don't have a regular cadence of one-on-ones where you're communicating with

them because I don't understand how that could work. And I think that's an area that's important.

But for me, one-on-ones have always been super important. They almost go back to this the notion of do the things that don't

scale. And one-on-ones are one of those things that we typically look at in business and we think,

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