The way that Jensen Huang runs Nvidia: 40 direct reports, no 1:1s
1:1s are a peculiarly American thing (in my experience) - perhaps something to do with the individualistic yet somewhat still old fashioned and hierarchical business culture?<p>1:1s are problematic because they discourage/displace lateral communication between team members and encourage siloing. Everyone has to guess what 'the boss' said to the others, and to figure out which piece of the puzzle they've been entrusted with - classic oppressive divde and conquer strategy. Of course for people who may not be comfortable in social settings, 1:1s may be the only thing they can grapple with properly.