Increase productivity, boost motivation, and strengthen trust between you and your team members with effectively conducted one-on-one meetings.
A Harvard Business Review study shows that employees who do not have regular one-on-one meetings with their supervisors are four times more likely to be disengaged at work and twice as likely to give negative feedback about leadership compared to those who meet regularly with their managers.
Are you just starting with this type of meeting? Are you unsure how to set them up correctly? What to talk about? How to create an environment in which team members will talk to you openly? Let’s look at specific tips on how to start and effectively conduct these meetings
What are one-on-one meetings and why are they important?
One-on-one meetings are regularly scheduled conversations between a manager and members of their team. These meetings are not focused on operational matters such as current projects or task completion—the main goal is to focus on the personal and professional development of employees (the same goal as MBA studies), solving their problems, and finding ways to improve cooperation
During these meetings, managers have a unique opportunity to:
Obtain feedback on their team leadership style.
- Discuss the individual goals, interests, and ambitions of team members.
- Identify potential obstacles at work and look for ways to remove them.
- Strengthen employee motivation and mutual trust.
Setting expectations: How to prepare the ground?
Before you start regular meetings, you need to tell the team why you are introducing them and what members should expect from them. Employees often have no idea what this type of individual meeting is for, or they have had bad experiences in the past.
Tips for introducing one-on-one meetings to your team:
- Communicate your intention transparently: “I would like to start holding regular individual meetings during which we will have space to focus on your individual needs, goals, and feedback.”
- Choose an appropriate frequency for the meetings: For smaller teams (up to 5 members), a two-week interval is recommended, while for larger teams, monthly meetings are sufficient.
- Clarify the time frame: The ideal length of a meeting is 45-60 minutes. This allows time to cover all important topics.
How to schedule individual meetings?
When scheduling meetings, two things are essential: consistency and reliability! If you constantly reschedule or cancel meetings, you will quickly lose the support and motivation of your team.
Planning recommendations:
- Regular time and place: Choose a day and time that suits both parties. Ideally, meetings should always take place on the same day and at the same time.
- Consider your working style: Some managers prefer to devote an entire day to individual meetings with team members. Others prefer to spread the meetings over several days. Choose the strategy that suits you best.
- Don’t cancel meetings: If it is unavoidable to reschedule a meeting, always suggest a new date and never cancel without offering an alternative
Preparing for a meeting: Structure is key
An effective meeting requires preparation—both from the manager and the employee. Below are a few tips on how to prepare for a meeting:
Manager preparation:
- Review notes from previous meetings.
- Prepare a list of questions focused on career growth, motivation, or current issues.
- Identify topics you want to discuss (e.g., feedback on a project or suggestions for process improvements).
Employee involvement:
Encourage team members to come up with their own discussion points. You can send them a draft agenda in advance, e.g.: “What are you currently most concerned about? How can I help you? Do you have any suggestions for improvement within the team?
How to conduct meetings: Useful tips
One-on-one meetings are not just about asking questions—they are about building relationships, listening, and actively supporting.
Tips for effective meetings:
- Start informally: Spend the first few minutes chatting casually. For example: “How was your weekend?” This will help create a relaxed atmosphere.
- Listen actively: Let your employees speak. Avoid interrupting and take notes on key points.
- Be open to feedback: Be prepared for the possibility that you may hear unpleasant things. Don’t be defensive; be constructive.
- Look for solutions together: If you encounter a problem, involve employees in finding a solution. For example: “What approach do you think might work?”
The importance of action steps and progress tracking
Every meeting should end with clearly defined steps that you will work on together. For example:
“By next week, I will find out about training opportunities in this area.”
- “By next week, I will find out about training opportunities in this area.”
- “Can you please look at your colleagues’ suggestions and evaluate their feasibility?“
Send a summary of the meeting by email so that it is clear what has been agreed upon. At the next meeting, return to these points and check on progress.
What to do if meetings are not going as you would like?
Sometimes employees may not be open or may find meetings unnecessary. How can you overcome this?
- Show empathy: If someone is reserved at first, give them time. Show that you care about their opinion.
- Adjust your approach: If the meetings aren’t working, ask the employee what might help. It could be a change in format, environment, or agenda.
- Be patient: Trust and openness are built gradually. Give it time.
The key to successful one-on-one meetings
One-on-one meetings are an effective tool to help you better understand your team’s needs, support their development, and build strong relationships. Remember that the key is regularity, preparation, and a genuine interest in the other person. Every minute invested will pay off in the form of a happier and more productive team.
