菜单
Plan and run effective 1:1 meetings between a manager and a direct report (or peer). Use when preparing for a one-on-one, building a recurring 1:1 agenda, or coaching on how to make 1:1s valuable.
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基于 SOC 职业分类
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| name | meeting-one-on-one |
| description | Plan and run effective 1:1 meetings between a manager and a direct report (or peer). Use when preparing for a one-on-one, building a recurring 1:1 agenda, or coaching on how to make 1:1s valuable. |
A 1:1 is a relationship and growth conversation, not a status update. The manager's job is to listen, unblock, and develop — not to receive project reports (those belong in team syncs).
The 1:1 belongs to the direct report. They set the agenda. The manager shows up prepared to support.
| Relationship | Recommended Cadence | Duration |
|---|---|---|
| New employee (first 90 days) | Weekly | 45-60 min |
| Ongoing direct report | Bi-weekly | 30-45 min |
| Senior/experienced IC | Monthly | 45-60 min |
| Skip-level 1:1 | Quarterly | 30-45 min |
| Peer 1:1 | Monthly or as needed | 30 min |
Never skip more than two weeks in a row — trust erodes fast.
Maintain a rolling Google Doc or Notion page. Both parties add items before the meeting.
Template:
1:1 — [Name] + [Manager] | [Date]
Employee Topics:
-
Manager Topics:
-
Action Items from Last 1:1:
- [ ]
Notes:
Review action items from last session at the start of every 1:1.
| Anti-Pattern | Why It's Harmful | Fix |
|---|---|---|
| Running a status update | Employee can't raise real concerns | Ban project updates; redirect to async |
| Canceling frequently | Signals they're not a priority | Protect the calendar; reschedule don't cancel |
| Manager dominates | Employee doesn't get heard | Set a timer; manager talks < 40% |
| No agenda | Meeting wanders; wastes time | Shared doc, both add before meeting |
| No follow-through | Erodes trust fast | Track action items; review them first |
| Always surface-level | Misses real issues | Ask "What's really going on?" |
Reserve at least one 1:1 per quarter for a focused career conversation:
Build a growth plan together: specific skills + concrete opportunities to practice them.
Use SBI (Situation → Behavior → Impact):
Then: "I wanted to raise this directly. What's your read on what happened?"
Recognition feedback follows the same format — be specific, not generic: