Run useful weekly one-on-one meetings

Module 1Setting Up Your One-on-Ones2 lessons

1. 1Why One-on-Ones Matter

   • Explain the core purpose of a weekly one-on-one in your own words
   • List at least three common pitfalls that make one-on-ones ineffective
   • Distinguish one-on-ones from status updates, team meetings, and performance reviews
2. 2Choosing Frequency, Length, and Cadence

   • Choose a weekly time slot and duration for each direct report's one-on-one
   • Set up recurring calendar invites with a shared notes document attached
   • Explain to a direct report why the meeting exists and what to expect

Module 2Running the Conversation5 lessons

1. 3Building a Shared Agenda Template

   • Create a shared agenda template with clear sections for both manager and report items
   • Add at least one item to the template before each meeting and encourage your report to do the same
   • Decide which items belong in a one-on-one versus a team meeting or separate discussion
2. 4Opening the Meeting

   • Open a one-on-one with a question that invites the report to lead
   • Recognize when the conversation has slipped into status-update mode and redirect it
   • Adjust your opening based on whether the report has added agenda items
3. 5Listening and Follow-Up Questions

   • Use follow-up questions to dig beneath a surface answer during a one-on-one
   • Identify when a report is hinting at a concern without stating it directly
   • Ask about development interests in a way that feels natural, not like a formal review
4. 6Raising Feedback and Concerns

   • Decide whether a piece of feedback belongs in a one-on-one or requires a separate conversation
   • Raise a concern using specific, behavioral language rather than vague judgment
   • Balance feedback with the rest of the agenda so the meeting doesn't become a critique session
5. 7Closing with Action Items

   • Summarize action items at the end of each one-on-one with an owner and a due date for each
   • Write action items into the shared document so they carry forward to the next meeting
   • Decide what level of documentation is appropriate without over-formalizing the meeting

Module 3Adapting to Different Situations2 lessons

1. 8Handling Quiet, Talkative, and Remote Reports

   • Adjust your approach for a report who gives short answers or says everything is fine
   • Keep a one-on-one on track when a report tends to dominate the conversation
   • Run an effective remote one-on-one that doesn't feel like just another video call
2. 9Recognizing and Fixing What Isn't Working

   • Spot signs that a one-on-one is not working for a specific report
   • Adjust frequency, length, or format based on what a particular person needs
   • Raise the topic directly with a report and ask for their input on improving the meeting