Line management

Line management at dxw is not about hierarchy, it’s about providing professional guidance and support.

Line managers ensure that team members are clear about their roles and responsibilities at dxw, and how well they are doing at achieving them.

Individuals should be proactive in taking responsibility for their own development, but line managers will provide advice and support to help team members meet their agreed short and long term goals.

The People team support line managers with advice and guidance on recruitment, onboarding, probation, performance, sickness and any other specialist knowledge.

You can find out who your line manager is in BreatheHR on the summary section of your profile page.

Line management principles #

Communicate clearly #

Communication is a two-way process and it is important to check understanding and confidence, and value the other person in decision-making. Explaining the task and its objectives clearly means people know what’s expected of them and the part they play. It empowers them to take responsibility and own how they approach the work.

Recognise achievement and celebrate success #

A simple ‘thank you’ shows someone that what they have done is appreciated, and is hugely motivating. Celebrating major, and minor, achievements is an important part of our culture at dxw. It builds team spirit and morale.

Guard our values #

Lead by example. The actions and behaviours of line managers must always demonstrate our dxw values. We should always hold ourselves accountable to our values, and encourage the same in all of our colleagues, including those we line manage.

Continuous constructive feedback #

Find out how each of your team members prefers to receive feedback, and develop an approach which reflects that. Ongoing positive and constructive feedback is essential if someone is to feel valued, learn from their experiences and become better at what they do.

Be honest #

Being honest means telling the truth and being consistent in what you say and who you say it to. Telling things as they are, while being sensitive to the situation and individual, ensures that people know where they stand and will help to build mutual trust and respect.

Wellbeing #

Line managers look out for the health and wellbeing of the team. They are responsible for carrying out dxw’s duty of care to its people.

One-to-ones with your line manager #

Purpose #

For your manager to help you with your personal and professional development, your wellbeing, and to build a trusting relationship between the two of you.

Overview #

These meetings are about you; ideally you will feel happy driving the meeting. If you’re not confident doing this, or are unsure how best to approach it, your manager will help you to get there.

Agenda and topics #

Coming to your 1:1s with a list of things you’d like to discuss will help you make the most of the time. Some things you might find productive to talk about include:

• Your career and growth goals: Don’t assume your manager knows all your aspirations. Bring them up in your 1:1s. Your manager understands you won’t work for them forever and they want you to have a happy, fulfilling career — whatever that means to you. Tip: if you want to talk about your long-term goals but feel uneasy about it, ask your manager to do the same.
• Team improvement: Have an idea that will help your team to work better? Use your manager as a sounding board to help you refine and implement your suggestion.
• Self improvement: Got a specific thing you’d like some help, coaching or feedback on? A technical skill or a soft skill? Your 1:1 is the place to bring it up. Remember that you can use the 1:1s that fall between career progression reviews to discuss any of the proficiencies you’re currently trying to level up on.
• Personal issues: Anything going on outside of work that’s affecting your wellbeing? Physical or mental illness, bereavement, family issues, stress? The more you can tell your manager, the more they can try to help, and make accommodations for you at work.
• Interpersonal issues: Having problems with a coworker? Your manager can help mediate or coach you through how to deal with the issue.
• Retrospection: If at any time you feel like your 1:1s aren’t particularly productive or helpful, or you’d like to change something about them, don’t hesitate to bring this up with your manager.

Frequency #

1:1s should happen at least once per fortnight. Where possible they’ll be face-to-face, either in the office or out for a walk, or a coffee. Where that’s not possible, remote is perfectly fine. There’ll always be a Google Meet link in the calendar invite.

If you need to reschedule your 1:1, let your manager know at the earliest opportunity.

Meeting length #

An hour or so, at least once every two weeks, is a good standard to aim for. If you meet weekly, a little shorter is fine.

Additional resources #

Here’s a template for helping to prepare for a 1:1, and making notes during it. Feel free to make a copy and alter it according to your own needs.

Here’s a great article on 7 ways to prepare for an effective one-on-one meeting with your manager.

Last updated: 20 March 2024 (history)