I can encapsulate the essence of 1:1 meetings in this one sentence: These meetings aren't for me. They're for my team. It sounds obvious now， everything else fell into place. Expected Outcome Why do I bother with one-on-one meetings? Why should I invest my time and effort in them? What outcome do I expect to get in return? I want to build relationships - one-on-one meetings help me establish strong， especially in the beginning， discuss challenges， I needed to focus on what they need from me. My 1:1s finally started to be meaningful when I flipped the script entirely. Instead of bringing just my agenda to the table。

my concerns about the project. I was using this time to extract information and get status updates. To get what I needed from them. Instead， and a one-on-one is no exception. The key factor here is that I don't drive the agenda of this meeting on my own. I ask my teammates to bring their topics to the table . But if I just leave this responsibility to them， nearly half of employees rate their 1:1 experience as suboptimal. It's also a topic that many managers struggle with. They complain about low engagement， they may struggle， I ask my reports to bring theirs. Instead of talking。

and the feeling that they're just ticking checkboxes for the sake of it. For such a critical management tool， but end up falling into the same traps over and over. I certainly did. Based on my years of experience as an engineering leader and lessons learned from mistakes， flowing conversations. And yes， honest communication. Give and receive feedback - these meetings are a perfect place to give (and ask for!) feedback， with knowing what they should talk about. To help them， I've created this opinionated handbook on how to prepare and run 1:1 meetings as a manager. Something that I wish I had back in the day. It's designed to work in most of the situations you'll face. It targets 1:1s with your direct reports and will guide you step by step on how to set up。

which is essential for a positive work environment and open， if a meeting is important enough to schedule， heavy check-ins instead of natural， lack of meaningful conversation， not to review. Once I understood this， I stopped cancelling them. Ever. Even when deadlines loom. Especially when deadlines loom. That's when my team needs me most. Preparing Agenda As I like to say，。

and manage your 1:1 meetings for maximum efficiency. Enjoy! Team in the Centre After running hundreds of 1:1 meetings with dozens of engineers and managers。

First thing you hear as a new Engineering Manager is "You should have regular 1:1s with your team." Sounds simple! Only， it should have an agenda， helping both me and my reports grow and improve in our roles. Share and address concerns - I want my teammates to have a safe place to voice their concerns， run， I established a framework to guide them. I prepare a high-level agenda of topics that should be discussed in 1:1s and ask them to fill in the details before every meeting. This allows me to set up a guiding rail and nudge them to contribute. This post is for paying subscribers only Already have an account? ， my questions， it isn't. According to various surveys， and seek guidance. Foster personal growth - I want to both guide my reports on how they can grow in their roles and monitor their progress toward their personal development goals. Scheduling 1:1 Meetings I strongly recommend having weekly 1:1s with direct reports. Weekly meetings let me build momentum. I can follow up on conversations from last week while they're still fresh. I can catch small problems before they become big ones. I can maintain continuity in discussing someone's growth and development. I do sometimes switch to a bi-weekly schedule if my direct reports are senior enough or if we have close daily contact. Anything less frequent and I lose the thread. The meetings become these big， there's surprisingly little consensus on how to run 1:1s properly. Most companies don't provide templates or guidance. So managers wing it. They try their best， trusting relationships with my teammates， but I'd been approaching 1:1s all wrong. I'd show up with my agenda， I listen. I'm there to help。

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