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Use when designing or improving 1:1 practices — covers cadence, agendas, manager-vs-report ownership, and common failures.
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Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes.
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| 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