القائمة
Use when designing or improving 1:1 practices — covers cadence, agendas, manager-vs-report ownership, and common failures.
التثبيت باستخدام Codex أو Claude انسخ هذا Prompt والصقه في Codex أو Claude أو مساعد آخر ليراجع صفحة Skill ويثبّتها لك.
استنادا إلى تصنيف SOC المهني
Use when designing or applying progressive discipline — covers the escalating sequence, documentation, gross misconduct exceptions, and consistency.
Use when conducting or scoping workplace investigations — covers intake, scope, interview protocols, evidence, findings, and outcomes.
Use when auditing or designing the candidate's journey — covers communication, time, transparency, and the link between candidate experience and employer brand.
Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes.
Use when planning organizational change — covers communication architecture, sequencing, manager enablement, and predictable failure modes.
Use when training managers in coaching skills — covers GROW, listening, asking vs. telling, and growth mindset framing.
| name | one-on-ones |
| description | Use when designing or improving 1:1 practices — covers cadence, agendas, manager-vs-report ownership, and common failures. |
A weekly 30–60 min conversation between manager and report is the most consequential recurring interaction in a company. Done well, it surfaces problems, builds trust, drives growth, and prevents the surprises that destroy performance systems.
Done poorly, it becomes a status meeting that demoralizes both parties.
Cancellations:
| Time | Topic |
|---|---|
| 0–5 min | How are you? (actually ask) |
| 5–25 min | Report's agenda: what's on your mind? blockers? wins? |
| 25–40 min | Manager updates / context the report needs |
| 40–50 min | Feedback in both directions |
| 50–60 min | Career, growth, what's next |
Adjust to fit; don't treat as a script.
A 60-min meeting that earns months of trust:
Not every 1:1; but on cadence (quarterly or so), explicitly career-focused:
The Manager's Path (Fournier) framing: career conversations require slowing down, not another tactical sync.
Feedback should flow weekly:
feedback-frameworks)If the manager and report have only feedback-laden 1:1s, the relationship will feel transactional. If they have only friendly 1:1s, the manager has failed.
Living doc shared between manager and report:
Documents:
For managers' managers:
Norms:
Common patterns:
The fix is rarely the format. The fix is usually trust, curiosity, and follow-through.
feedback-frameworks skillcoaching-skills skillmanager-enablement-coach agentfeedback-systems-designer agent