A flaw within the 1:1 - How a 4/3 mindset enhances a team
- Andrew Bissot
- Jan 4
- 3 min read
In any good organization, 1:1s exist. It is time set aside by two individuals to devote to alignment, priorities, and direction. It is time for a mentor and a mentee to regroup, or time for a manager and an employee to absorb each other’s priorities after a busy week. Regardless of the demand, two individuals commit to communicating status from their vantage point in the business. However, a component that is routinely missing in a 1:1 is dedicated time for development.
Caution - Regarding the information below, I believe I had read something about 4/3 somewhere in the past. I have not recalled or found this reference, so providing credit is currently unfulfilled. If I come across it, I will recognize its origins and eagerly compare how I have used a 4/3s mindset over the years to improve myself and my organization.
Frame work of a Leader
As leaders, we typically find ourselves in three distinct areas of responsibility. First, we can be managing, where we are stewarding the system. We ensure that today’s work gets done safely, consistently, and predictably. We are focused on reducing waste and minimizing variability. We hold our team to standards and resolve deviations from the plan.
Second, we may find ourselves making improvements within the system. In this mindset, we are focused more on ensuring that tomorrow is set up for success. We catch ourselves learning about being better and focus on making progress. We are problem-solving in some situations, and in others we are consulting.
The third step is creating meaning. This establishes the why and aligns circumstances to the mission. We are focused on cascading SMART goals from the top to the bottom of the organization, enabling everyone in the organizational hierarchy to understand how their ability to impact the KPIs vertically and horizontally. Within the why framework, we establish the visibility and synchronization of how they belong in the process.
1:1 Meeting
In our 1:1 mindset and meeting formation, the AIM (what, why) of the meeting is focused on actions where we are managing, making, and creating meaning. Remember it as the 3-Ms, or the three individual thirds to clarify “Who owns this,” “How do we improve this,” and “Why does this matter?” This is the framework of the 1:1, but where is the development of the individual? Is there another third?
The framework of the 4/3 Meeting
Here lies the additional third, or the intent of the 4/3 Meeting. This is the commitment to focus on development. This is the discussion that a leader asks, where am I getting in your way? This is the meeting where the follower says to the leader, these are the things I am working on, so please look out for them in action. This is the platform to focus on how a leader and a follower commit to care for each other, intentionally discuss their communication patterns, and enhance their collaboration. This is the third that is focused on development.
This 4/3 approach is different than the 1:1. Typically, I would schedule 1:1s with my direct reports weekly, committed to dedicating time every week to get aligned and get caught up. However, off-cycle, and typically every six weeks, we would conduct the 4/3 meeting.
Establishing a 4/3 strategy builds from the goals and targets established at the beginning of the year. From these goals and targets, a leader and their employee have already discussed their cohabitation strengths and weaknesses. They are committed to building upon these gaps by being intentional about them throughout the year. They are bridging goal mindset into a 1, 5, or 10-year transformation of character and experiences. These two individuals recognize that developing together creates intent that reveals how they individually contribute professionally and personally in a more empathetic and rewarding way.
Only focused on 1:1s, you can quickly be consumed by just the moment. You are holistically focused on managing, making, and meaning while losing focus on development and experiences. With the establishment of a 4/3 concept, you are intentionally finding the other third to develop the next leader into something you truly want, along with what they want to accomplish.