How to Run Effective One-on-One Meetings in 2025

One-on-one meetings are among the most powerful tools for engaging and developing employees. 

When done well, 1:1 meetings boost employee engagement, morale, and productivity – but done poorly, they can demotivate teams and derail goals​.

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This guide covers how to conduct one-on-one meetings effectively, and how to make the most of every session.

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Before the Meeting: Plan and Prepare

To get the most value from one-on-one meetings, a bit of preparation goes a long way. There’s a saying: “fail to plan, and you’re planning to fail” – this could have been written about 1:1s​.

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Planning, setting expectations, and consistent scheduling are key to setting off on the right foot. 

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Here’s what you can do before a one-on-one meeting to set it up for success:

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1. Explain the Purpose to Your Team

If you’re introducing regular one-on-ones (or rebooting an old process), clearly communicate to your team what you’re doing and why. Explain how you plan to run these meetings, how often they’ll occur, and what everyone can expect. This ensures both you and your direct reports start on the same page with aligned expectations.

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For example, you might announce that you’ll schedule a recurring 30-minute weekly 1:1 with each person, intended to discuss priorities, growth, and any concerns, separate from daily project updates.

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Encourage team members to ask questions about the format. By being transparent upfront, you remove any uncertainty and get buy-in from employees.

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2. Use a Meeting Template or Structure

Having a template or structured agenda for your one-on-ones can keep things on track and ensure you cover important topics consistently. Especially if you’re new to 1:1s, a template provides a starting point and prevents the meeting from turning into an unstructured chat​. 

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Common one-on-one templates include sections for updates, feedback, career development, and action items.

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While you’ll tailor your own style over time, using a template or outline at first can help you hit all the key points each meeting. The structure is there to serve you – feel free to adjust it as you find what works best.

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3. Set a Consistent Schedule (Cadence)

Establish a regular cadence for one-on-ones and stick to it. Consistency builds trust. Whether it’s a weekly 30-minute check-in or biweekly hour-long meeting, put it on the calendar as a recurring event.

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Research suggests a weekly meeting is often ideal, but choose a frequency that fits your team’s needs​. The key is to be consistent and avoid canceling or continually rescheduling these meetings.

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Treat the 1:1 as a priority – when you protect this time, it shows your employees that their development and issues are important to you. If the chosen cadence isn’t working (e.g., too frequent or not frequent enough), communicate and adjust rather than abandoning the schedule​

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4. Collaborate on a Shared Agenda

There can be debate about who “owns” a one-on-one meeting’s agenda. While managers typically initiate the meeting, the best one-on-ones are a shared responsibility. It’s a good idea to collaborate on an agenda that both people contribute to​.

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As a manager, come with topics you’d like to cover, but also invite your direct report to add items they want to discuss. This ensures the meeting addresses what both of you care about, not just a manager’s checklist. In fact, nearly half of managers (49% of over 200 surveyed) report that they share ownership of the agenda with their direct reports​.

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Sharing responsibility in this way builds trust, and it reminds both parties that the one-on-one is ultimately the employee’s time to focus on their needs and growth​.

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How to do this?

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Before each meeting, use a shared document or agenda tool where both the manager and employee can jot down topics. For example, the manager might add “project X timeline” and “training opportunities,” while the employee adds “roadblock with client Y” or “discussion about promotion path.”

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By collaborating on the agenda, the employee can lead the conversation on their items and the manager can ensure important updates are covered as well. This two-way agenda sets a balanced tone even before the meeting begins.

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What to Talk About in a One-on-One Meeting

One-on-one conversations can be wide-ranging, but there are a few key things to include to make the meeting productive and meaningful. Think beyond just status updates. Use the 1:1 to set goals, build rapport, and discuss growth. 

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Below are several crucial elements and tips on what to talk about during your one-on-one meetings:

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Set a Meeting Goal

Every one-on-one should have a purpose or goal decided in advance. The manager and employee should collaboratively define what they want to get out of the meeting​.

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This goal could be as simple as “review progress on quarterly targets” or as broad as “discuss career development interests.”

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Setting a goal focuses the conversation and ensures time is used effectively. Both parties will know what success looks like for that meeting.  At the start of the meeting, you might confirm, “Is there anything specific you want to make sure we cover today?” so both people agree on the goal.

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Common 1:1 meeting goals include​:

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• Eliminating roadblocks: Identify issues hindering the employee’s work and brainstorm solutions.
• Performing a “pulse check”: Gauge the employee’s morale and engagement (e.g., are they happy, overwhelmed, frustrated?).
• Project updates: Share status on key projects, but only as needed (detailed status reports should be handled elsewhere).
• Career growth discussions: Talk about the employee’s career aspirations, skill development, and opportunities for growth.

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Break the Ice with Personal Conversation

Don’t jump straight into work topics. Begin each one-on-one by breaking the ice with a bit of personal conversation. While it might feel trivial, starting with a personal check-in helps improve rapport and creates a sense of psychological safety​.

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Psychological safety means each person feels they can speak openly without fear of negative consequences​.

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A quick personal chat at the start – asking about one’s weekend, family, or hobbies – can set a friendly, supportive tone for the rest of the meeting. Especially in remote or hybrid environments where informal chats are rare, taking a few minutes for personal connection is more important than ever​

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Note that icebreaker does not just mean generic small talk. Try asking something a bit deeper or more unique than “How are you?” – something that helps you learn about them as a person. For example, you might ask:

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• “What’s something you’re really excited about outside of work lately?”​
• “What’s one hobby or activity you’ve been enjoying recently?”
• “What’s the most interesting place you’ve traveled to, and why?” (If you know they took a trip)
• “I recall you mentioned your family was visiting last week—how did that go?” (Follow up on a previous conversation)

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Such questions go beyond small talk. They show genuine interest and can spark a meaningful dialogue that strengthens your relationship.

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Avoid Making It Just a Status Update

It’s easy for one-on-ones to devolve into a routine status report on projects. Don’t let that happen. If the conversation is dominated by project updates, you miss the chance to build trust and address bigger-picture topics. Remember, one-on-ones are “such an important time to build trust, and that’s tough to do if this time is treated as a status update.”​

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In other words, if you only cover tasks and metrics, you’re not leveraging the 1:1 for its higher purpose.

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Of course, some status checking is fine – especially on issues that need attention – but keep it brief. Save detailed project reviews for dedicated meetings or written reports. Use your 1:1s to discuss things that don’t come up in regular status meetings: for example, how the employee feels about their workload, any interpersonal issues, feedback for each other, new ideas, career aspirations, etc.

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For employees, avoid using the entire meeting to update your manager on what you’ve done. That might have some value to them, but it has little value for you​.

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Instead, vary the conversation by asking your manager questions, requesting feedback or advice, and bringing up topics you want input on​.

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For example, you can ask about other projects in the team, seek guidance on a challenge, or discuss your own objectives. This way, the meeting becomes a two-way dialogue rather than a one-sided report.

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Maintain a Balanced Discussion

Because one-on-ones can cover a lot of ground, it’s important to balance your discussions over time. A helpful approach is to ensure you’re talking about a mix of short-term work topics and longer-term growth topics.

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One method to achieve this is using the “Balance Framework,” which suggests focusing on four key areas in roughly equal measure​:

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• Growth & Development: Discuss the employee’s career development, learning opportunities, and goals. For instance, talk about skills they want to build or projects they’d like to be involved in. Managers can offer coaching, mentorship, and advice to help the employee progress​.
  
  
• Motivation: Explore what motivates the employee and what challenges or demotivates them. Everyone struggles with motivation at times​. Use the 1:1 to gauge their current motivation levels and find ways to boost their enthusiasm. For example, ask what types of projects energize them or if anything is making work harder than it should be.

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• Work: Yes, you should still discuss work – ongoing projects, priorities, and any obstacles in their tasks. But try to limit this to about 25% of the conversation​. If the discussion starts getting too deep into project details, consider scheduling a separate meeting for that. One tip is to save the “work” talk for later in the 1:1 (or even last) so that you ensure other important topics like growth or motivation get addressed first​.

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• Communication: Talk about how the working relationship is going. Are there any communication issues or preferences to discuss? This could include how you give feedback, how the employee feels about team meetings, or any “silo” problems. Addressing communication can prevent small misunderstandings from growing into bigger issues​.

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By intentionally covering these different areas over the course of several meetings, you’ll prevent the one-on-one from becoming lopsided (e.g. only ever talking about project status or only about personal chit-chat). In practice, not every meeting will touch all four categories, but over a month or so you should aim to give each area some attention​.

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During the Meeting: How to Run an Effective One-on-One

When it’s time to actually have the one-on-one, focus on engaging in a productive, two-way conversation.

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The manager should create a comfortable environment and listen as much (or more) than they talk​.

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The employee, on the other hand, should actively participate and bring topics of their own — an employee’s contribution is equally important to a successful 1:1.

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Both sides need to be present, open, and ready to collaborate.

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As a manager, remember your primary role in a one-on-one is to support and listen, not to command. If you spend most of the meeting talking or driving the agenda, you risk overshadowing your direct report’s needs.

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Instead, set a tone of openness and trust by inviting the employee to speak candidly. Use active listening: give full attention, ask clarifying questions, and acknowledge what you’re hearing. This helps your team member feel valued and heard. In fact, creating a safe environment for honest dialogue begins with the manager’s behavior​.

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For employees, treat the one-on-one as your time to get what you need. Come prepared with your own objectives or questions so that you gain value from the meeting​.

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Don’t hesitate to steer part of the conversation to topics important to you, whether it’s feedback you want, a problem you need help with, or discussion about your growth. A great manager will welcome this. The one-on-one is a two-way street: it’s there to benefit you as much as your manager.

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Below are some best-practice tips for both managers and employees to make the most of the meeting:

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Tips for Managers

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• Listen actively and be present. Make a conscious effort to listen more than you speak in the meeting​. Show that you’re engaged by nodding, maintaining eye contact, and summarizing what the employee says. This encourages them to open up. Avoid interrupting or rushing to give advice; sometimes, just listening can lead them to their own solutions.

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• Remove distractions. Give your employee your full attention during the 1:1. Silence your phone, close your email, and if you’re in person, choose a private space. Demonstrating that this meeting is your priority (e.g. by not multitasking) helps build trust. Book a meeting room or, if remote, close other programs so you won’t be disturbed​.
  
  
• Offer honest, constructive feedback. A one-on-one is an ideal time to provide feedback or perspective that can help your employee grow. Be honest but empathetic. Adapt your communication style to what the employee responds to​ – some may prefer direct feedback, while others need a gentler approach. Always aim to frame criticism in a constructive way (e.g. focusing on how to improve), so it’s encouraging rather than demotivating.

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• Let the employee lead on their topics. When it comes to items the employee has put on the agenda, allow them to take the lead in explaining or exploring the issue. Ask follow-up questions and provide guidance, but avoid hijacking their topic. This shows respect for their priorities and helps them develop problem-solving skills. If you have advice, certainly share it – just be careful not to dominate every subject with your own opinions (remember the pitfall of being too imposing, which we’ll discuss later).

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• Wrap up with clear action items. Before ending the meeting, make sure you discuss and record next steps or action items that arose​. It’s a common mistake to have a great conversation but leave it without outcomes. Whether it’s the manager agreeing to follow up on a request, or the employee committing to a certain task, explicitly note those decisions. Summarize aloud: “Okay, so Action Items: I will talk to the VP about that salary survey, and you will draft an outline for the new project plan. We’ll check in on these next time.” This way, both parties know what to do next and expectations are clear.

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Tips for Employees

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• Come with your own goal or agenda. Don’t rely on your manager to direct the entire conversation. Before the meeting, think of one or two things you want to get out of it – a goal for yourself​. It could be an issue you want to discuss, feedback on your performance, or a career topic. Having your own objective ensures the meeting is valuable for you, not just an update for your boss. For example, you might decide “Today I want to ask for feedback on my client presentation skills.” Bring that up early so it gets addressed.

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• Go beyond status updates. Avoid using your 1:1 time to simply recap tasks or projects unless necessary. As noted, that has limited benefit for you​. Instead, use the meeting to have a real dialogue. Ask questions of your manager (e.g. “Do you have any suggestions on handling X?”) and bring up topics you’d like their input on​. You can certainly update them on key progress, but quickly pivot to what you need from them: advice, decisions, resources, or even just confirmation you’re on the right track. This ensures the meeting addresses your concerns and not only your manager’s need for information.

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• Seek feedback and discuss improvements. One-on-ones are perhaps the best forum to get feedback on your performance and growth​. Don’t be shy about asking how you’re doing and how you can improve. To get useful feedback, ask specific, targeted questions rather than something too general. For example, instead of a vague “How am I doing?”, you could ask, “What’s one thing I could do better or differently on projects?”​ or “Did you have any feedback on how I handled project X?” Targeted questions are easier for your manager to answer and more likely to yield actionable advice. Embrace any constructive criticism as an opportunity to grow.

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• Ensure notes are taken (and shared). Don’t hesitate to ask your manager to take notes during the meeting (or take them yourself) and share a summary afterward​. Having written notes helps you both remember what was discussed and any commitments made. It also lets you see the conversation from your manager’s perspective and correct any misunderstandings. For example, if your manager sends a recap, you can verify that your request for training was noted, or clarify something if needed. Good notes create accountability for follow-up (for both of you) and serve as a record you can look back on before the next one-on-one.

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After the Meeting: Follow Through

What happens after the one-on-one is just as important as what happens during it. One-on-one meetings shouldn’t exist in a vacuum – they should lead to action and progress. As the saying goes, actions often speak louder than words​.

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If you discuss things in a 1:1 but never follow up, the meeting loses its purpose. Both manager and employee should take responsibility for executing any next steps.

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Here are some ways to ensure you follow through on your one-on-one outcomes and keep the momentum going:

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1. Turn notes and ideas into action items. Review the notes from your meeting and identify the actions each person needs to take​.
   
   If the manager promised to look into a raise, that’s an action. If the employee agreed to draft a proposal, that’s an action. Put these tasks into whatever system you use (a task tracker, your calendar, a to-do list) so they aren’t forgotten​.
   
   Whenever possible, make these actions visible to the team or in a shared project space (unless they’re sensitive). For example, if an idea from the 1:1 will become a project, logging it in a project management tool can help move it forward and let others know about it. The key is to take your 1:1 commitments seriously and deliver on them before the next meeting. This shows your direct report that their input matters and builds trust​.
   
   
2. Prepare the next agenda together. A great way to demonstrate you value one-on-ones is to show enthusiasm for the next one. After the meeting, you might already start thinking about what to discuss next time. Collaboratively draft the next meeting’s agenda by carrying over any topics you didn’t finish and adding new ones as they come up​.
   
   Invite the employee to contribute ideas to the agenda over the course of the week. Also, intentionally leave some open space for whatever new issues might arise. This two-way planning keeps the 1:1 dynamic and ensures the employee has time to prepare for topics they want to bring up​. It signals that the meeting is a continuous conversation, not just a one-off event.

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3. Arrange occasional skip-level or mentorship meetings. Managers can extend the value of one-on-ones by facilitating other developmental one-on-one interactions for their employees. For instance, consider setting up a skip-level meeting (your direct report meets with your manager or another senior leader) or pairing the employee with a mentor in the organization. These meetings can give employees broader exposure and perspective beyond their immediate role​.
   
   It shows you’re invested in their growth and not just within the scope of your team. If an employee expressed interest in a certain area, you might connect them with someone experienced in that field for a one-on-one chat. Such actions, while outside the regular manager-employee 1:1, are a powerful follow-up that can boost the employee’s development and engagement.

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By following these steps after each one-on-one, you ensure that talk leads to tangible progress. The next time you meet, you’ll have updates on previous action items, which closes the loop and keeps building momentum. Over time, this consistency in follow-through will make your one-on-ones highly effective and trusted by your team.

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Common One-on-One Pitfalls to Avoid

Even with the best intentions, there are some common mistakes that can undermine your one-on-one meetings. Being aware of these pitfalls will help you avoid them.

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As you conduct 1:1s, keep an eye out for these traps​:

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• Ignoring the 10/10/10 rule: One framework suggests evaluating topics by whether they’ll matter in 10 days, 10 weeks, or 10 months. If a topic won’t be relevant in the near future, it might not be an effective use of 1:1 time​.
  
  Don’t clutter the meeting with trivial issues; focus on what truly matters in the big picture. (Conversely, if something will matter in 10 weeks or 10 months, that’s a great topic for a 1:1.) Use the 10/10/10 test to prioritize discussion points.

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• Holding “group one-on-ones”: Attempting to save time by having one-on-ones with multiple employees at once defeats the purpose​.
  
  A so-called group 1:1 ends up as just another team meeting where individuals won’t feel as comfortable sharing. It’s widely agreed that group one-on-ones don’t work​.
  
  Keep the meeting one-on-one so you can focus on that individual’s needs. If you have common info to communicate, use a team meeting for that, but preserve the personal nature of each 1:1.

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• Manager dominating the conversation: A one-on-one is not a performance review monologue or a manager’s soapbox. If you as the manager do most of the talking or constantly impose your opinions, the employee will likely just nod in agreement (possibly just to appease you)​.
  
  This stifles honest communication. Avoid overwhelming your direct report with your own views or directives. Remember, the employee might be inclined to mirror the manager’s opinions to maintain a good relationship​.
  
  To counteract this, ask open-ended questions and give them space to express dissent or new ideas. Listen more, speak less, as noted earlier.

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• Only giving negative or vague feedback: Difficult conversations may happen in one-on-ones – that’s normal. But if every 1:1 turns into a critique session, or if criticism is delivered harshly, the meeting will become dreaded and unproductive. Always aim for constructive criticism. Frame any negatives around improvement and solutions, not blame​.

For example, instead of “You handled that client call poorly,” say “Let’s discuss what could have gone better on that client call and how to approach it next time.” Also, balance critiques with positive feedback when deserved. If an employee feels their 1:1 is only for reprimands, they’ll shut down. Make it a supportive conversation, not a scolding.

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By steering clear of these pitfalls, you’ll maintain a healthy, open, and effective one-on-one routine. Every meeting should feel safe, valuable, and worth the time for both people involved.

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Using PerformYard for Effective 1:1 Meetings

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PerformYard streamlines 1:1 meetings by providing a centralized platform for scheduling, agenda-building, note-taking, and goal tracking.

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With features like recurring meeting reminders, shared agendas, and progress tracking, managers and employees can stay organized and ensure meaningful discussions.

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PerformYard also maintains a record of past meetings, making it easy to revisit previous topics and track long-term development without losing important insights.

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To maximize engagement, encourage employees to actively contribute to the meeting agenda within PerformYard before each session. This ensures they have a voice in shaping the conversation, making 1:1s more relevant and engaging.

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Employees should also review past notes and action items in the platform to come prepared and follow through on commitments. Automated reminders help reinforce accountability, ensuring both parties enter the meeting with clear objectives.

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By leveraging PerformYard consistently, managers can create a structured yet flexible system that makes 1:1s more effective, productive, and impactful over time.