One‑on‑one meetings often play a vital role in effective communication between managers and employees. Done well, they can build trust, clarify priorities, foster feedback, and support long‑term growth. In this comprehensive guide, you’ll learn how to prepare for one‑on‑ones, make the most of them, and follow up effectively. From questions to ask and mistakes to avoid, to strategies for making meetings more productive across industries like tech, hospitals, public schools, fast food, real estate, and grocery, this resource is designed for both employees (individual contributors) and people managers.
What Are One‑on‑One Meetings and Why Do They Matter?
What is a one‑on‑one meeting?
A one‑on‑one meeting is a dedicated conversation between a manager and an employee. Unlike status meetings or team meetings, one‑on‑ones focus on the employee’s priorities, questions, and concerns — making space for mutual feedback, trust building, and aligning expectations.
Why are one‑on‑one meetings important for employee performance?
One‑on‑ones give employees regular, personalized time with their manager. This allows for ongoing feedback, clarification of priorities, and support for tackling challenges. Done well, one‑on‑ones can lead to higher performance and stronger working relationships.
In one small survey of students, 95% found one-to-one meetings to be worth their time. While workplace data on this topic is limited, I think it’s fair to guess that many early-in-career employees would answer in a similar way.
What’s the difference between a one‑on‑one meeting and a performance review?
A one‑on‑one is a forward‑looking, ongoing conversation about priorities, feedback, and support, usually held every week or two. A performance review is a formal and mostly backward‑looking assessment that occurs a few times a year and evaluates past performance.
Are one‑on‑ones valuable in remote or hybrid work environments?
Absolutely. In remote or hybrid settings, one‑on‑ones are vital for creating trust, reducing feelings of isolation, and aligning priorities despite physical distance. They enable open, structured communication across screens, making employees feel valued and connected.
Why should leaders have regular one‑on‑ones?
Regular one‑on‑ones give leaders a direct line to understand their team’s needs, motivations, and challenges. They foster trust, deepen relationships, and enable leaders to remove roadblocks before they affect performance.
As reported in MIT Sloan Management Review:
“…individual contributors with weekly meetings reported feeling 20% less anxious, dreading them 17% less, and feeling 12% more successful at their jobs, on average, compared with those who met with their managers less often.”
What outcomes can you expect from well‑run one‑on‑ones?
Strong one‑on‑ones drive higher employee engagement, improved role clarity, stronger accountability, and deeper trust. They often surface ideas, reduce turnover, and align individual efforts with organizational priorities.
How do one‑on‑ones help build trust and psychological safety?
By creating a safe, confidential space for open conversation, one‑on‑ones demonstrate that a manager is invested in an employee’s well‑being and growth. This trust encourages employees to share openly, ask questions, and seek help when needed.
Are one‑on‑ones necessary in every industry (tech, hospitals, public schools, fast food, real estate, grocery)?
Yes. In every industry, one‑on‑ones support role clarity, accountability, and trust. In high‑pressure environments like hospitals or fast‑food chains, one‑on‑ones can reduce burnout and surface urgent operational issues. In more knowledge‑based settings like tech or real estate, they foster career growth and performance alignment.
What role do one‑on‑ones play in employee retention and morale?
Regular one‑on‑ones signal that a manager is invested in their team’s growth and well‑being. This can reduce turnover, boost engagement, and foster a sense of belonging, especially when employees feel heard and supported.
Regarding engagement, this 2023 paper in the Organizational Psychology Review shares how:
“…internal studies conducted at Microsoft and Cisco found that direct reports who had more frequent and effectively run 1:1 meetings with their managers were more engaged than their counterparts.”
Do one‑on‑ones matter differently for new hires versus senior staff?
Yes, possibly. New hires may benefit from one‑on‑ones more by gaining role clarity, aligning quickly with priorities, and finding a trusted sounding board. Senior staff benefit more from strategic conversations that build trust, expand their role, and align their expertise with long‑term organizational goals.
Preparing for a One‑on‑One Meeting
How should a manager prepare for a one‑on‑one?
Review any notes from the previous one‑on‑one, think about priorities or challenges the employee might be dealing with, and review recent work or performance. Preparing questions in advance and setting an agenda helps create the conditions for a more productive and balanced conversation.
How should an employee prepare for a one‑on‑one?
Reflect on recent accomplishments, setbacks, or questions that have come up. Make a short list of priorities, questions, or feedback points to cover. Preparing in this way ensures the conversation is productive and focuses on your growth and role clarity.
What questions are best to ask in a one‑on‑one?
For managers:
- What’s going well for you right now?
- What challenges are you running into?
- What support do you need?
For employees:
- What are the top priorities for the team right now?
- How can I best support those priorities?
- Do you feedback about how I could be doing X better?
Should you set an agenda for a one‑on‑one?
Yes. An agenda provides structure, sets expectations, and gives both parties time to think through priorities and questions. Even a simple, shared agenda can dramatically increase the effectiveness of a one‑on‑one conversation.
What are some examples of a good one‑on‑one agenda?
- Check‑in: How are you doing?
- Priorities: What are we working on this week?
- Feedback: What am I doing well? What can I do better? Be as specific as possible.
- Roadblocks: What obstacles can I help remove?
- Future focus: What growth or learning opportunities are you looking for?
How often should one‑on‑ones be held?
For most roles, one‑on‑ones work best every one to two weeks. In fast‑paced environments like hospitals or fast‑food chains, brief one‑on‑ones may happen weekly. In roles with longer project cycles (tech, engineering), every two weeks can be ideal.
What is the ideal length of a one‑on‑one meeting?
Typically, 25–30 minutes works well. Short enough to fit into busy schedules, long enough for meaningful conversation. In higher‑level roles or more complex projects, meetings might extend to 45–60 minutes.
How do one‑on‑ones differ across industries (tech, hospitals, public schools, fast food, real estate, grocery)?
While not always the case, each industry may emphasize different priorities:
- Tech: Longer one‑on‑ones for deep dives into projects, priorities, and career growth.
- Hospitals: Short, structured meetings focusing on patient care and staffing needs.
- Public Schools: Goal‑aligned conversations around student outcomes and educator support.
- Fast Food: Quick, high‑frequency meetings focusing on shift priorities and staffing.
- Real Estate: Longer one‑on‑ones focusing on pipeline review, sales performance, and role growth.
- Grocery: Weekly meetings addressing shift planning, staffing changes, and operational priorities.
What tools can help you organize a one‑on‑one?
Tools like FellowApp, Leapsome, 15Five, Lattice, Officevibe, Culture Amp, Small Improvements, ClickUp, Notion, and Asana can streamline agenda setting, note‑taking, and follow‑ups. These platforms help both managers and employees stay organized and aligned between meetings.
What role do templates play in making one‑on‑ones more effective?
Templates create a structured starting point for meetings. They can prompt reflection, save time, and ensure that critical topics aren’t overlooked. Even using (and tracking over time) a three‑part template (Check‑in, Priorities, Action Items) can dramatically improve the quality of one‑on‑ones.
What questions can an employee ask to foster career growth?
- What opportunities do you see for my role in the next 6–12 months?
- What skills should I focus on developing?
- What feedback do you have about how I can contribute more to the team?
- How can I better align my role with the department’s priorities?
- What are common milestones in advancing within this role or team?
For more on this topic, explore the video How to ask for feedback.
Making the Most of a One‑on‑One Meeting
What’s the ideal tone for a one‑on‑one?
The ideal tone is open, collaborative, and respectful. It should balance trust and accountability, making it safe for both manager and employee to discuss wins, struggles, feedback, and priorities openly.
How much should a manager talk versus listen?
A manager should listen roughly 60–70% of the time, creating space for the employee to share thoughts and priorities. The manager can guide the conversation, ask clarifying questions, and give actionable feedback as needed.
What if an employee goes silent or disengages?
Pause and ask open‑ended questions, like, “What’s on your mind?” or “What’s making this challenging?” Sometimes silence means the person needs space to think—or feels unsafe sharing openly. Maintaining a supportive tone encourages trust and openness.
How can feedback be exchanged effectively during one‑on‑ones?
When giving feedback, use a structured approach like SBI™ (Situation‑Behavior‑Impact). Focus feedback on specific examples and end by asking questions like, “Does this align with your experience?” This approach encourages dialogue rather than one‑way evaluation.
What are examples of constructive feedback for one‑on‑ones?
- “In meetings, I’ve noticed you ask great questions. Could you also summarize next steps to help the team stay aligned?”
- “Your recent project was well executed. Let’s discuss how you can apply that approach to future work.”
- “I noticed some missed deadlines recently. Let’s talk about what’s getting in the way and how I can support you.”
See also: What is Constructive Feedback? A Definition and Why It Matters
What if a one‑on‑one becomes too casual or unfocused?
Gently steer the conversation back to priorities. Try saying, “I really enjoy catching up, and I’d like to spend a few minutes making sure we cover your priorities for the week. What’s top of mind?”
What role do questions play in making one‑on‑ones productive?
Questions invite dialogue, deepen understanding, and build trust. They enable both parties to surface priorities, clarify expectations, and gain actionable insights about performance and growth.
Should one‑on‑ones be different for hourly staff versus salaried staff?
Yes. For hourly staff and contract workers, focus more on shift priorities, immediate feedback, role clarity, and operational support. For salaried staff, there should be more focus on long‑term priorities, role development, cross‑team collaboration, and career growth.
How can one‑on‑ones support diversity and inclusion?
Consistent one‑on‑ones can help build trust across differences. Ask questions that invite varied perspectives, recognize accomplishments openly, and provide space for discussing belonging, equity, and accessibility within the role and team. When a manager regularly shows up and creates a safe environment for their direct report, it’s an investment that can lead to richer discussions down the line (including those related to diversity and inclusion).
What are examples of productive one‑on‑ones across industries?
- Tech: Discussing project milestones, aligning priorities, addressing coding or design challenges.
- Hospitals: Clarifying patient care priorities, discussing staffing constraints, addressing burnout concerns.
- Public Schools: Focusing on student outcomes, curriculum priorities, and instructional feedback.
- Fast Food: Addressing shift logistics, performance feedback, and staff coverage.
- Real Estate: Discussing pipeline status, market dynamics, and role priorities.
- Grocery: Focusing on staffing, customer service priorities, and role responsibilities.
What if your manager cancels or doesn’t show up for one‑on‑ones?
Send a quick message to reschedule or ask for alternatives. For example: “I noticed we missed our one‑on‑one this week. Could we reschedule? I’d like to review priorities and ask for your feedback.”
Following Up and Tracking Progress
Should you take notes during a one‑on‑one?
Yes. Taking notes captures priorities, feedback, and action items. It ensures both parties have a record of what was discussed and can review or revisit these topics later.
What tools can help manage one‑on‑ones?
Modern platforms like FellowApp, Leapsome, 15Five, Lattice, Officevibe, Culture Amp, Small Improvements, ClickUp, Notion, and Asana can streamline one‑on‑ones by providing templates, agenda sharing, and built‑in follow‑ups.
How do you track one‑on‑one action items effectively?
Use a shared digital space (Google Doc, Notion page, Asana project) to record action items, owners, and due dates. Revisiting these action items in subsequent meetings strengthens accountability and continuity.
Should you send a summary email after a one‑on‑one?
Yes. A quick summary confirms mutual understanding, captures action items, and creates a reference point for both parties. Even sending a few sentences (or even a few bulleted points) can have a big impact on building relational trust and momentum.
What role do one‑on‑ones play in aligning priorities?
One‑on‑ones enable ongoing alignment between employee priorities and departmental or organizational objectives. They help surface misalignments early and enable both parties to adjust focus accordingly.
How do you measure the effectiveness of one‑on‑ones?
Look for outcomes such as: improved role clarity, higher engagement, increased accountability, better performance, and employee perceptions of trust and belonging. Surveys and qualitative feedback can assess this. Also, one-to-ones can build project and career momentum. Look for signs of each.
What metrics can be used to assess one‑on‑one quality?
Consider metrics like:
- Frequency and consistency of meetings
- Percentage of meetings with an agenda
- Action items completed between meetings
- Employee engagement or satisfaction scores
- 360‑degree feedback results related to manager–employee communication
How do one‑on‑ones evolve as roles evolve?
Early on, one‑on‑ones often focus on role clarity and learning priorities. As roles evolve, meetings may shift toward long‑term goal setting, cross‑functional collaboration, and strategic preparation for higher‑level responsibilities.
What are examples of one‑on‑ones in remote versus in‑person environments?
While each can be similar, they may differ based on context.
- Remote: In fast-paced tech industries, remote one-to-ones may be quick structured meetings focusing on priorities, role clarity, and open questions. Utilize screensharing and digital templates.
- In‑Person: For hybrid work scenarios where remote work is more the norm, considering using in-person time for longer, more relational conversations that can also review action items and priorities, leaving space for deeper trust‑building and career discussions.
What if an employee doesn’t follow through after a one‑on‑one?
Revisit the action item at the next meeting. Ask questions like, “What got in the way?” or “How can I support you in making this a priority?” Maintain a supportive approach that balances accountability and understanding.
How can one‑on‑ones help track long‑term career growth?
Consistently revisiting role aspirations, growth milestones, and skill‑development priorities creates a roadmap that guides employee growth over time and allows both parties to track progress.
Advanced Strategies and Special Cases
What are skip‑level one‑on‑ones and when should they be used?
A skip‑level one‑on‑one is a meeting between an employee and their manager’s manager. They build trust across hierarchical levels, surface systemic issues, and foster understanding between senior leaders and team members. Use them periodically (e.g., every 6–12 months) to gain insights that direct managers might miss.
How can one‑on‑ones support succession planning?
One‑on‑ones create space to assess potential, discuss long‑term aspirations, and clarify role expectations. They enable leaders to identify and groom future talent for critical positions.
What if you need to ask for a one‑on‑one with a manager?
Send a brief, respectful request like: “I’d value some dedicated time to discuss priorities and feedback. Could we set up a one‑on‑one?” This approach shows initiative and emphasizes collaboration.
How can one‑on‑ones help in crisis or high‑pressure environments (e.g., hospitals, fast food)?
In high‑stress settings, one‑on‑ones enable quick check‑ins about priorities, safety concerns, or staffing constraints. They can also be a space for expressing support, addressing burnout, and aligning crisis priorities.
What role do one‑on‑ones play in addressing performance concerns?
They create space for direct yet constructive conversations about performance gaps, before those performance gaps make a major negative impact on the organization and on the employee’s career. By focusing on behavior, impact, and next steps, one‑on‑ones enable ongoing accountability and improvement.
How can one‑on‑ones help managers give actionable feedback?
Regular one‑on‑ones foster a cadence where feedback can be timely, specific, and aligned with role expectations. This allows feedback to be delivered as a routine part of the working relationship, making it more actionable.
What are common mistakes to avoid in one‑on‑ones?
- Making it a status review rather than a conversation.
- Focusing exclusively on performance and ignoring personal well‑being.
- Failing to listen openly.
- Not following up on action items.
- Cancelling too often or rescheduling repeatedly.
What if one‑on‑ones occur too frequently or too rarely?
Too often can overwhelm and make meetings feel redundant, especially in low‑complexity roles. Too rare can hamper trust and accountability. Ideally, adjust cadence based on role complexity and needs (e.g., weekly, bi‑weekly, or monthly).
What if an employee feels one‑on‑ones are not productive?
Encourage a conversation about making meetings more valuable. Ask questions like: “What would help you get more from our one‑on‑ones?” and adapt format, frequency, or structure based on feedback.
What role do one‑on‑ones play in aligning team and organizational priorities?
They connect individual efforts with department and organizational objectives. By aligning priorities regularly, one‑on‑ones can help ensure every employee understands not only the specifics of their role, but how those specifics tie into the larger organization’s vision and mission.
How can one‑on‑ones evolve over the course of an employee’s career?
Early in a role, one‑on‑ones emphasize role clarity and foundational feedback. As an employee progresses, these meetings evolve into deeper discussions about growth, leadership aspirations, and long‑term career planning.