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I only play career mode and whenever my opponent scores a goal they run towards manager and celebrate with him it's really annoying and make me rage. Like every single time my opponent comeback from a defeat Ai celebrate with manager.

Edit: i have tried to install 6 different mods, which are very simple texture changing mods like aMidianborn mods. I've also tried to uninstall/reinstall Mod Organizer. Also i have the "associate with NMM downloads" option enabled.

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As much as I love chatting with my manager, sometimes I worry that I walk into our weekly one-on-ones woefully underprepared. My question in the discussion title says it all, but here are some related questions that I have about one-on-ones:

It's really up to you and your manager, but I think it's nice to have a running list of topics that I update during the week, and then I make sure to bring them all up at my weekly 1-1s. With my current manager, it's mostly "how is work going?" and "is there anything I want to be more involved in?". My job (SDET) is pretty self-directed so my goals are to share what I'm thinking about, what's challenging me this week, and any feedback I have for him specifically or for our whole team.

With other managers, it can be anything from a conversation over slack to a "lets go for a walk around san francisco and talk about our lives", but it's generally still focused on those two questions - how are things going and what do I want to do next.

I think this really depends on the manager. My 1:1s tend to be more personal, where I want to know about your general well-being, both at work and at home. This is also the time where I'm trying to figure out what each individual needs: how we can be more supportive, facilitate effective communication, and eliminate bottlenecks. These are pretty typical questions I'll ask:

I've heard some people go to these 1:1s without anything prepared, but I think it's best to treat it like a real meeting and have all of your bullet points prepared so that you can make the most of your time with your manager.

I've come from both sides of the coin. My last job I was a senior developer turned Group Leader. At one point I had monthly 1:1 with 12 direct reports. I tailored my conversations to the individuals. Although I was much like Jess Lee, some people didn't want to speak of things outside of the workplace.

So I think it depends on what you want from your 1:1s. Do you want your 1:1s to be more formal, informal, etc.? What is your career goal with the 1:1s and plan accordingly. Personally, I like to have a personal report and enjoy a boss who isn't a micro-manager, but that's me.

I conduct regular 1-1s with my teams and here are some ideas specifically for a new full-time software engineer:

1) What are your general expectations of me?

It's surprising how many people come to work not knowing what they are being evaluated on at the end of the year. Closing your stories before the end of the sprint is often only a small part of what you're expected to do.

I'm a manager, and I use an adapted version of this framework with my reports. My one-on-ones with my manager tend to be a bit looser and free-form though, and sometimes I come to them fairly unprepared!

Over time, we have come to know each other better - I generally don't have as many performance related questions - although every 2 or 3 months, I do check in with the general direction of both the project and my work - so that I don't become complacent.

Something you might have found already is that there tend to be better resources out there for being a manager than for being managed. As it turns out, reading resources for becoming a better manager will help you become a better direct report. :)

You'll have no trouble finding posts about how to conduct good 1-on-1 meetings from a manager's perspective. A popular one is The Update, The Vent, and The Disaster. 18F also has a nice writeup in their handbook. And The Manager's Path is a very accessible primer on engineering management. Even though these are resources meant for managers to read, I bet you'll find them very helpful.

In addition to their other roles, consider also treating your manager as a general career counselor. They might be ideally suited to this role, since they know your skills and qualities so intimately. If you want to broaden your skill set to include front-end development, they can discuss options with you. If your long term goal is to be a manager yourself, they can talk through that path with you and help you compare it to a path where you stay primarily in development.

I've also brought up questions about how I can work on professional advancement within the company, ideas I've had to improve the dev process, and thoughts about the kinds of technologies/types of projects I'd like the chance to work on if they come up.

It might be useful to keep a notes file of things you'd like to talk about in a 1:1 so that none of those thoughts get lost when it actually comes time to have the meeting? It might also be worth just asking your manager what kinds of things they're interested in hearing about in advance, since every manager can be different on that. At our office we use this plugin for slack called "Good Talk" or something similar to collaboratively generate our list of topics, which I think has worked pretty well and allows me to get a sense of the agenda in advance.

Deployment error: Access to Tomcat server has not been authorized. Set the correct username and password with the "manager-script" role in the Tomcat customizer in the Server Manager. See the server log for details.

I also got this error. I've solve with this. I've got this error becasue user I log on to computer is not have permission to get access C: and can't add user info in .\conf\tomcat-users.xml. So I've copy tomcat folders to D: and remove and add again tomcat server in my NetBeans and start server again.. Now I'm fine.

One-on-one meetings are dedicated times for employees to have open-ended conversations with their manager to discuss work-related issues and help them grow in their careers. In fact, according to Gallup, employees who have regular one-on-ones with their manager are three times more engaged at work.

While some companies require their managers to set regular one-on-ones with employees, this is not the case everywhere. However, it's essential to know one-on-one meetings are integral to your professional development.

One-on-one meetings are incredibly valuable for both the manager and the employee, but only if the time is spent wisely. When you go into your one-on-one prepared, you can effectively use this session as an employee to receive feedback and mentorship to advance your career.

Throughout the conversation, you and your manager might come up with some great ideas for you to follow through on. Make sure to write out a list of any action items discussed and create realistic deadlines to make sure they get accomplished.

Remember, your manager is there to help you, not hinder you. Through their experience, knowledge, and power within their role, they should be able to help you identify any roadblocks and assist you in overcoming them.

One-on-one meetings provide incredible opportunities to get to know your manager better and gain invaluable guidance and advice from them. Remember, the best way to benefit from meeting with your boss is by preparing ahead of time. Use the above tips and questions and make the most out of your one-on-ones.

He has complained to his manager about me foot dragging and has scheduled me for daily meetings with himself and his manager. Here's the thing - we have a Jira Kanban Board in which all my progress is tracked (and I have made significant improvements in finishing tasks rapidly) and I am forced to regurgitate the progress that is tracked on the Kanban Board during the meeting which is honestly a huge waste of time. I am also starting to feel that this manager is purposely setting me up to fail. For example, he scheduled a meeting at 9:15 AM and then emailed me at 9:10 AM to push the meeting to 10:00 AM. When I didn't receive his email, he got mad at me for not checking my email frequently (note the 5 minute notice).

Normally this behavior would be a red flag about impending termination. I am not really concerned about being terminated though: I continually receive important tasks and I am not the only person that has dealt with this (according to my co-workers). According to my co-workers, this manager may be behaving this way out of self-incompetence (which I have occasionally noticed).

This is a chance for you to show your competence and initiative by getting a better understanding of what your managers are trying to accomplish. Treat this the same as if you were receiving a feature request from an end user: understand their goals and their intended use case, then evaluate the best way to accomplish that and implement.

Now your meetings are not exactly agile daily standup meetings and they likely have at least a performance review component if that is not their sole purpose. Still, you come across as seeing no purpose in those meetings, although the purpose is likely similar to a standup, get information prioritized and directly from the source, with the option for feedback and questions. Sometimes such meetings do not have a direct benefit for everyone though. In this case the information flow is likely mainly from you to your managers and thus will mainly be directly valuable for them. However, it can still be valuable for you as well, if you use it wisely.

Your underlying problem seems not to be the meeting, but that you feel your manager is aiming for you. In that case, the meeting with someone higher-up is your chance to prove him wrong. Make sure you come prepared and give a good impression to the manager one level up. If you have your boss's boss on your side, it will be much harder for your manager to push you around in any way. Once you have the trust of the boss of your boss and your boss feels the meetings don't help him, he may decide on his own to stop doing them. ff782bc1db