Using One-on-Ones as Practice Opportunities

I want to dive into the concept of Deliberate Practice, which sets the greatest apart in fields ranging from sports to writing to engineering. I’ll explain why it’s much more than just repetition or experience, and why applying it to your career can lead to rapid improvement. Most importantly, I will provide concrete ways you can apply deliberate practice to level up your engineering and leadership skills, especially in areas that are traditionally difficult to practice, such as communication and strategic decision-making.

• Differentiate Practice from Deliberate Practice: Understand that while repetition is part of practice, deliberate practice specifically involves engaging in a very narrow set of activities with the intentional goal of improvement, requiring very quick feedback for continuous incorporation.
• Identify Opportunities for Rapid Improvement: Learn why deliberate practice is much more effective at achieving rapid improvement than simply engaging in repetition.
• Apply DP to Leadership Skills: Discover how to incorporate deliberate practice into roles like engineering manager, tech lead, or IC (Individual Contributor) leader, where the activity of practice is often harder to pinpoint.
• Leverage Existing Work for Practice: I suggest a mindset shift where you begin looking at existing responsibilities, such as one-on-ones, as opportunities for practice. For example, you can focus on improving your clarity when providing constructive criticism and ask for specific feedback on that aspect.
• Generate Novel Value Through Practice: Explore how engaging in deliberate practice activities—like recording a video to communicate a technical concept or creating documentation—serves the primary goal of practice, while almost certainly creating unexpected value for your team (often net neutral or positive).
• Use Backwards Training for Strategy: Find out how to practice strategic decision-making and forecasting by using "backwards training". This involves reviewing past decisions or work scopes, creating your own rationale or estimate, and then calibrating it against the known reality.
• Simulate Difficult Conversations: Consider leveraging Large Language Models (LLMs) to engage in deliberate practice around language-heavy skills, such as modelling sensitive or difficult topics, or practicing receiving harsh feedback.

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