Structuring Beneficial 1:1s - A Guide for Supervisors
We won’t bury the lead - we love 1:1s! Work often feels fast and furious, and 1:1s can serve as a great opportunity to slow down and focus on the person in front of you (whether meeting in-person or virtually). However, we know not everyone shares our affinity for 1:1s, so we want to offer some encouragement and advice. We believe beneficial 1:1’s go a long way toward establishing healthy teams, creating supportive work environments, and protecting productivity.
Regular 1:1 meetings between supervisors and their direct reports are a critical tool for communication, development, and alignment. However, without a clear structure, these meetings can become ineffective or even feel like a chore. By approaching 1:1s with intention and consistency, supervisors can build trust, support their employees, and drive both individual and team success.
Establish a Philosophy for 1:1s
Before structuring your 1:1s, clarify their purpose. Are they primarily for project updates? Employee development? A mix of both? Employees should understand the intent behind these meetings so they can prepare accordingly.
If your goal is a blend of work and professional growth, consider setting aside time in each meeting for staff development or dedicating one 1:1 per quarter specifically to career conversations and employee development. Articulating this approach upfront ensures alignment and makes the time more meaningful.
Determine and Commit to a Cadence
Different industries and workplaces have different norms for 1:1 meetings. Some organizations hold them weekly, while others schedule them biweekly or even monthly. Whatever cadence you choose, consistency is key.
Frequent, shorter meetings may be more effective than infrequent, long ones. If a monthly meeting runs over an hour because there’s so much to cover, that might be a sign to shift to biweekly 1:1s. On the flip side, if weekly meetings feel forced and unproductive, a longer biweekly session could be better. Find the right rhythm for your team’s needs.
Follow Through: Book and Keep the Meetings
One of the fastest ways to erode trust with direct reports is to cancel 1:1s—especially at the last minute. Employees notice when their meetings with you are deprioritized. While emergencies happen, aim to reschedule rather than cancel altogether. Your willingness to protect this time signals that you value their work and contributions.
Use a Standing Agenda
Having a consistent agenda keeps 1:1s structured and effective. This doesn’t mean meetings should feel rigid, but a simple framework can ensure important topics aren’t overlooked. Consider using a shared document, a project management tool, or a template where both you and your direct report can add discussion points.
A sample 1:1 agenda might include:
Wins or recent accomplishments
Project updates and roadblocks
Feedback (both ways!)
Development goals or career growth discussions
Any additional topics from the employee
This structure provides balance, ensures that meetings stay productive, and makes preparation easier for both parties.
Clarify Who Runs the Meeting
Who should take the lead in a 1:1? Some supervisors prefer to drive the conversation by asking for updates, while others see the 1:1 as the employee’s time to bring questions and concerns. Either approach can work, but setting expectations is crucial.
A helpful middle ground is to let the employee take the lead while the supervisor provides input and guidance. This allows employees to take ownership of their work while still benefiting from their supervisor’s insights.
Additional Tips for More Effective 1:1s
Listen more than you talk. 1:1s are a prime opportunity for employees to voice concerns, share feedback, and ask for guidance.
Take notes and follow up. If action items or commitments arise, document them and revisit them in the next meeting. This demonstrates accountability and keeps progress on track.
Be present. Avoid multitasking—put away devices, silence notifications, and give your employee your full attention. It makes a difference.
Have fun. Don’t shy away from using 1:1s as a time to get to know your direct reports a little more as an individual. You and your direct report will both enjoy 1:1s more if a small amount of time is spent touching base about the show/team/artist you both love.
The Bottom Line
Structured, consistent, and well-run 1:1s build stronger working relationships and improve team performance. By setting a clear philosophy, establishing a cadence, protecting the time, and maintaining a standing agenda, supervisors can create 1:1s that are productive, engaging, and valuable for both parties.
