How to have engaging one-on-one meetings.

Maintaining a weekly one-on-one builds a relationship and acts as a bridge for information. Biweekly meetings work for many direct reports, but canceling them risks losing weekly connection.

Master engaging one-on-one meetings by applying a two-phase format: phase one led by the direct report to discuss agenda, phase two led by you to share updates and foster progress.

Design a distraction-free one-on-one meeting by identifying listening blockers and removing them before each session. Silence devices, close tabs, and add a 5–10 minute buffer to boost presence and listening.

Listen for what's on your employee's mind by noting their communication style. Give each issue air time and stay with the topic they lead in phase one.

Use active listening to detect emotion in your employee’s words and apply the ANP knowledge and probe tool to help them feel heard and invite deeper sharing.

Master format phase 1 by leading one-on-one meetings with your direct reports' time and agenda. Listen actively, ask questions, and use acknowledge and probe to address thoughts and emotions.

In phase two of one-on-one meetings, focus on project, person, and position conversations to help your employee progress by clarifying blockers, sharing updates with specific language, and teaching project prioritization.

Foster a personal connection in one-on-one meetings by asking about life outside work and sharing your own experiences. Then complete a 10-minute exercise answering three questions to deepen the relationship.

Phase 2 teaches you to conduct a career development conversation focused on a direct report's position, determine if they enjoy their work, and explore opportunities, skills, and gaps.

Outline three one-on-one conversation types—project conversations, person conversations, and position conversations—to move projects forward, learn the person behind the title, and assess position satisfaction.

Center the one-on-one on your direct report and let them drive the conversation. Give them priority to express their thoughts first, while you may share later.

Scan your direct report's agenda before the meeting to identify what's important and prep questions for topics they want to discuss, including specific project. Add your agenda as well.

Review your notes from the previous one-on-one to ensure nothing important is missed, and start taking notes during meetings to show you’re listening, save time, and improve quality.

Prepare updates for your upcoming one-on-one to help your direct report progress. In remote and hybrid work, updates reduce stress, keep them in the loop, and increase certainty and clarity.

Prepare for one-on-one meetings to respect time and invest in growth. Set a 15-minute weekly reminder to review the direct reports agenda, last week's notes, this week's updates, and feedback.

Learn to solicit rich feedback from direct reports during one-on-one meetings by asking seven targeted questions about support, direction, and information, and allow time for thoughtful follow-up.

Prepare for your one-on-one by scheduling a 15-minute self-review and scanning your direct reports' agenda. Review last week's notes, prep updates, and be ready to give or receive feedback.

How you start a one-on-one sets the tone and gains engagement; begin with a brief break, build a moment of connection, and let your direct report lead the conversation.

For hybrid setups with employees in the same location, hold one-on-one meetings on in-office days, and for all other options use zoom with the camera on, works well.

Schedule one-on-one meetings based on your preference, back-to-back or scattered, staying focused on your direct report and avoiding multitasking; avoid Monday morning and Friday evening slots.

Keep your camera on during one-on-ones most of the time to foster connection, acknowledge occasional exceptions when life happens, and encourage employees to do the same.

Explore choosing the ideal one-on-one meeting duration by starting with an hour, adjusting to 30 minutes if possible, and asking employees for their preferred length.