The Power of 1:1 Meetings
I hear the same frustrations from leaders and employees alike when it comes to 1:1 meetings.
Leaders cancel 1:1s because “something more urgent” comes up.
When meetings do happen, they’re rushed, overly tactical (or not tactical enough).
Some 1:1s get hijacked by the leader’s anxieties and priorities of the moment.
The result? The employee walks away feeling unclear, overwhelmed, and disconnected from purpose and team priorities.
Here’s the reality: most employees crave their 1:1s.
For them, it’s a chance to gain clarity on priorities, get supervisory feedback on current challenges, and feel supported in their growth. When 1:1s are inconsistent - or worse, treated as optional - it sends a message that their development and alignment aren’t important.
For leaders, the discipline of keeping 1:1s sacred is non-negotiable. It’s not “extra time on the calendar”- it’s one of the most strategic investments you can make in your team’s performance, trust, and engagement.
Powerful 1:1s Look and Feel Different
Powerful 1:1s are focused on ensuring alignment by connecting personally and surfacing important updates and any roadblocks to reach shared vision on how best to move forward.
They are:
Employee-driven. The direct report builds the agenda and brings forward what’s top of mind.
Employee-focused. The employee’s needs and questions get airtime before the leader’s updates and priorities.
Time-Balanced. After the employee has had enough time, leader clarifies direction, provides coaching as needed, and provides any context to help keep efforts aligned to the organization's broader scope and mission.
Empowering. Employees leave the meeting feeling clear about next steps, confident in their role, and more deeply connected to the team and organization. And supervisors leave meetings feeling sure that their team members are rowing in the same direction, together.
How to make sure your 1:1s are powerful?
Start with getting clear on the purpose of your 1:1s. Determine what you are actually trying to achieve (in general) during your 1:1s, and then make sure both of you are on the same page with that goal.
When the purpose of 1:1s are unclear, team leaders (and sometimes directs) try to accomplish too much within a single meeting - using it for brainstorming, project planning, and/or even addressing employee conflict or performance issues.
Those conversations are too important to try to squeeze into a pre-existing 1:1. They deserve their own dedicated time and focus. Book separate topic-based meetings to create the necessary space for deeper dialogue without overwhelming your 1:1s.
What's your strategy and rhythm for various meeting types?
When the right conversations happen in the right container, both leaders and employees feel less pressure to force everything into a single touchpoint.
I recommend considering:
Separate topic-specific meetings to allot intentional time for brainstorming sessions and topics that need more time.
Monthly strategy meetings to have higher-level big-picture discussions around ideas and issues that need your thoughtful attention beyond what you can give within a regular weekly meeting.
Quarterly team retreats that bring the whole team together around relevant topics and skill-based learning and development that empowers and equips your team members individually and collectively.
Frequency matters, too. How often do you have 1:1 meetings?
Most teams I work with meet 1:1 for 30-minutes weekly with each of their direct reports.
For executive team leaders that have more than 5 direct reports, having weekly 1:1s is usually not feasible unless meeting times are shorter, like 15 minutes each.
For some team leaders, alternating weeks can work well, too. 30-minute bi-weekly 1:1s combined with alternating bi-weekly whole team meetings help maintain consistent weekly touchpoints.
If you haven't figured out the right cadence, please make that a priority. Each team is different, so figure out what works for you and your team. The key is to develop a rhythm that:
ensures team members feel consistently supported,
leaders stay well connected to their teams, and
no one leaves 1:1s wondering what matters most.
How often do you have 1:1 meetings?
I would love to hear about how often you have 1:1 meetings and your thoughts on best practices related to making the most of your 1:1s with your supervisor/directs.
