The Art of the One-on-One: Making 30 Minutes Count
A well-run one-on-one meeting is one of the simplest and most valuable tools a manager can use. Yet many leaders either skip them or turn them into task reviews. The best one-on-ones aren’t about checking progress — they’re about connection, clarity, and support.
Here’s how to make those 30 minutes meaningful for both you and your team member.
1. Make It Their Time
A one-on-one should primarily belong to your employee. The goal is to understand their experience — what’s going well, what’s challenging, and how you can help.
Start by asking open questions such as:
What’s been working well lately?
What’s been frustrating you?
How can I support you better this week?
When you give them the space to lead, you uncover insights that rarely surface in group settings.
2. Keep a Consistent Structure
A little structure helps the conversation stay focused, but it shouldn’t feel scripted.
A simple, reliable format works best:
Check in on how things are going — personally and professionally.
Review current priorities and progress.
Discuss challenges or roadblocks.
Identify what support they need from you.
Explore longer-term goals or development interests.
Having a consistent rhythm builds trust. People come prepared because they know what to expect.
3. Listen More Than You Talk
One-on-ones are not for delivering speeches. They’re for understanding. Practice active listening by asking follow-up questions and summarizing what you’ve heard.
Try prompts like:
Tell me more about that.
What do you think is causing this issue?
What would make this process easier for you?
When you focus on listening, you send a clear message that their perspective matters.
4. Take Light Notes
You don’t need detailed documentation, but a few short notes go a long way.
Record key takeaways, next steps, or topics to revisit. It shows that you value the conversation and helps you follow through on commitments.
A short example:
Discussed time management challenges; will revisit progress next week.
Small details like this demonstrate consistency and accountability.
5. Keep It About People, Not Projects
A one-on-one is not a project update. It’s a space to discuss motivation, workload, and well-being.
If the conversation only covers deadlines and deliverables, you’re missing the opportunity to connect.
Ask about their experience at work — how they’re feeling, what’s energizing them, and where they feel stuck. These insights help you lead more effectively than any status report ever could.
6. End with Clarity and Encouragement
Close each meeting with a quick recap of what you both agreed to and one positive observation.
For example:
You handled that client situation really well. Your preparation made a difference.
I appreciate how proactive you’ve been in training the new team members.
People remember how conversations end. Ending positively reinforces that these meetings are meant to build trust, not to critique.
Final Thoughts
A strong one-on-one doesn’t require a long meeting or a complex system. What matters is consistency, attention, and genuine care. When managers make these conversations a regular part of their leadership routine, employees feel seen, supported, and motivated to do their best work.
Thirty minutes a week can make all the difference.
At AgileExcellence, we share practical, people-focused insights to help leaders build stronger teams and better workplaces.
