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If you manage many people, you can move to biweekly meetings after you’ve built a strong foundation. You’re there to listen, ask questions, and help them think through challenges. Your team member should bring topics, not you. When done right, these meetings reduce turnover, catch problems early, and create stronger working relationships. When your regular check-ins are effective, everything else falls into place.
Each should come with three hot topics to address and the meeting should begin by comparing topics. Every leader conducting one-on-ones needs a basic understanding of therapeutic skills. " Use your time together to explore what’s working well and where you can improve things together. " After the employee answers, follow up with a question like, "What can you do to help me with that? In my experience, the most effective leaders use this time to focus on the employee’s future. A virtual ping, an email or a walk-and-talk conversation to discuss what’s exciting them and what’s a barrier to their success goes a long way. This provides a real-time pulse on their engagement, well-being and performance and increases all three.
" This shifts the focus from reporting to the boss to empowering the employee to lead the discussion, boosting engagement, ownership and performance impact. I’ve seen leaders use this time to check assumptions, revisit priorities and surface what’s not being said. The most effective one-on-ones feel less like updates and more like ongoing handshake meetings—a chance to realign, not just report. The best one-to-ones are conversations driven by the employee managing up, leader-coaching and developing a path forward. Instead, leaders can flip the script by using this time to coach their direct reports through challenges and decision-making. When employees shape the one-on-one agenda, leaders can start to see beyond the data showing up on a dashboard to learn what’s actually getting in people’s way.
The employee should prepare the agenda, bring topics they want to discuss, and drive the conversation. Extend to minutes when discussing career development, major feedback, or complex challenges. Include recognition, development, and positive topics too.
" The latter approach builds stronger leaders on both sides of the relationship; the former stunts team and organizational growth. Or am I leading with curiosity to build connections, listening more than talking and coaching for long-term development? A good one-on-one is a combined mentoring and coaching session. A great leader empowers employees by asking them to create a list of topics they wish to discuss.
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A strong one-on-one agenda balances day-to-day tasks with long-term growth. HR software like Lattice makes it easy to document action items, track progress, and revisit priorities. Over time, these discussions can boost engagement, which also impacts employee performance. But being a manager who merely shows up at the allotted time isn’t enough — it’s also critical to come prepared to discuss the topics your direct reports care about. "Additionally, more specific feedback can be given, which is always more helpful than receiving feedback during annual reviews. One-on-ones offer a private, safe space for employees to discuss personal topics that might be affecting their work, whether that’s a major life event or a workplace conflict.
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