Purpose
Regular 1-on-1 meetings are the most important tool managers have for developing talent, solving problems, and building high-performing teams. They create a consistent channel for feedback, coaching, and relationship building that cannot be replicated in group settings.
Ps - I have strong opinions and great experienxes with this… but have also failed misserable at getting max value from 1-1s even very recently - that is why I read a lot about the theme and wrote this document. Hope we can learn to master 1-1’s together.
Meeting Structure
Duration and Frequency
Proposed Duration: 1 hour shorter meetings tend to lack the depth needed for meaningful discussion Schedule these meetings at regular intervals (weekly or bi-weekly) Treat these meetings as sacred; reschedule if necessary, but never cancel Preparation
The team member should prepare and share the agenda at least 24 hours in advance This ensures topics important to them are addressed and encourages ownership The manager may add items but should respect the employee's priorities Meeting Flow
Begin with Performance Metrics (10-15 minutes) Start by reviewing key performance indicators or outcomes Discuss OKR conviction and leading indicators that predict future performance Address any performance gaps and recognize achievements Employee-Driven Agenda (Remainder of meeting) The content and structure of the rest of the meeting should be determined by the employee Topics may include projects, challenges, career development, team dynamics, or any other relevant areas Manager should adapt to the employee's priorities and provide guidance where needed Documentation
Maintain one continuous document across all sessions Both parties take notes during the meeting Action items with owners and deadlines Follow-up items for next meeting This creates a "red thread" of continuity connecting all meetings Core Principles
Process-Oriented Meetings: Focus on how work gets done, not just what work gets done - gocus on the 4 PIPO principles in particular Active Listening: The manager should listen more than talk (60:40 ratio at minimum) Leverage: Use these meetings to identify high-leverage activities you as a manager should do that will maximize impact Candor: Create psychological safety for honest, direct communication Output-Focused: Ultimately, measure the effectiveness of these meetings by improved performance of the individual Manager Responsibilities
Come prepared having reviewed the agenda and previous meeting notes Focus fully on the employee (no distractions, devices away) Ask thoughtful, open-ended questions that promote self-discovery Provide specific, actionable feedback Follow through on commitments made during meetings Remember: The quality of your 1-on-1 meetings directly reflects the quality of your management. These meetings are not administrative overhead—they are the core of effective leadership.
