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Use when an individual contributor wants to get more value from 1-on-1s with their manager — preparing agendas, driving career conversations, surfacing blockers, and giving upward feedback. Triggers on: "1-on-1 prep", "how to use my 1-on-1 better",
默认使用会先检查来源的 Prompt；你也可以切换为直接命令，或下载本地副本。
决定是否安装前，请先阅读 SKILL.md，以及 SkillsMP 当前展示的配套文件。
用 Codex 或 Claude 帮你安装 复制这段 Prompt，粘贴到 Codex、Claude 或其他助手里，让它检查 Skill 页面并帮你完成安装。
直接命令不会经过审查 Prompt；运行前请先检查来源。
npx skills add https://github.com/newkayak12/claude-skills --skill 1-on-1-ic命令会保持在同一行。复制前请横向滚动并检查完整内容。
想先保存到本地？可下载 SkillsMP 当前能够提供的文件。
Use when a substantial request needs verified, non-repetitive output. Triggers on: "이거 제대로 해줘", "검증까지 해서", "하네스 돌려줘", "run the harness", "do this properly with verification", "6단계로 처리해줘", "메타스크립트로". Not for trivial edits or Q&A.
Use when turning code, docs, notes, or mixed sources into a small-to-moderate, query-efficient Markdown knowledge base with predictable folders, an AI lookup catalog, source-grounded summaries, and RAG-ready metadata.
Use when building knowledge graphs by extracting source-grounded entities, relationships, properties, evidence, schema, and graph-ready data from code, documents, notes, tickets, or mixed corpora.
基于 SOC 职业分类
正在显示 SKILL.md
| name | 1-on-1-ic |
| effort | max |
| description | Use when an individual contributor wants to get more value from 1-on-1s with their manager — preparing agendas, driving career conversations, surfacing blockers, and giving upward feedback. Triggers on: "1-on-1 prep", "how to use my 1-on-1 better", |
| license | MIT |
| metadata | {"author":"wondelai","version":"1.0.0"} |
| scenarios | ["Help me prepare for my 1-on-1 with my manager — I want to raise a career question","I need to give my manager feedback about how they run meetings — how do I do that well?","How should I ask for specific feedback after a design review?","1on1에서 커리어 방향 이야기 어떻게 꺼내야 해?","매니저에게 상향 피드백 주는 방법 알려줘"] |
| compatibility | {"recommended":["think-tool"],"optional":[],"remote_mcp_note":"think-tool이 있으면 어떤 피드백이 적절한 타이밍인지, 어떤 어려운 주제를 먼저 꺼내야 하는지 판단하는 품질이 높아집니다. Claude 설정 → MCP Servers에서 remote SSE 엔드포인트를 추가하세요."} |
Use when:
Not for:
Use for agenda preparation:
## 1-on-1 Agenda [Date]
### Must cover (blockers / decisions):
- [Topic + what I need from my manager]
### Want to cover (growth / feedback):
- [Career direction: what I want to say]
- [Feedback I want to give]
- [Feedback I want to ask for — about specific event]
### Follow-through from last meeting:
- [My commitments I've closed / updating status on]
| Claude | You |
|---|---|
| Generates agenda topics from your described situation | Has the actual conversation with your manager |
| Drafts specific upward feedback using SBI model | Delivers feedback in person — Claude's draft is a starting point |
| Suggests how to frame career asks | Builds the relationship through consistent follow-through |
| Proposes specific feedback requests tied to events | Makes judgment calls about timing and safety |
| Scores your current 1-on-1 practice (0-10) with improvements | Decides what to change in your actual meetings |
../1-on-1-manager/SKILL.md — understand what your manager is trying to do in the meeting../leveling-ic/SKILL.md — career conversations that belong in your 1-on-1sThe 1-on-1 is your meeting. If you don't prepare for it, you get whatever your manager wants to talk about — which is usually projects, not you. The most career-accelerating thing an IC can do is treat their 1-on-1 as a weekly opportunity to actively manage their own development, surface blockers, and build a real relationship with their manager.
The foundation: Most ICs don't prepare for 1-on-1s because no one told them they should. The result: managers run the meeting, talk about project status, and the IC leaves with no new information and no new support. High-performing ICs do the opposite: they accumulate topics throughout the week, prioritize ruthlessly, and show up ready to use 30 minutes to advance their work and career.
Goal: 10/10. When evaluating your own 1-on-1 practice as an IC, rate 0-10. A 10/10 means you consistently prepare an agenda, drive career conversations, give and receive feedback honestly, and leave with clear action items. Always provide the current score and specific improvements.
Core concept: Come with a prepared agenda — a list of topics you've accumulated since the last meeting. Keep a running note throughout the week: every time you think "I should talk to my manager about this," write it down. Before the meeting, prioritize the list and decide how much time each topic needs.
Why it works: Without preparation, you default to whatever your manager asks about. With preparation, you control the conversation. More importantly, the act of writing topics throughout the week trains you to recognize what you actually need from your manager — which turns out to be much more than project status.
Key insights:
Practice applications:
| Context | Pattern | Example |
|---|---|---|
| Weekly accumulation | Running note throughout the week | "Thursday: unsure whether to push back on the PM's scope change — add to 1-on-1 list" |
| Agenda prioritization | Rank before the meeting | "Top priority: I need a decision on the API approach. Second: feedback on my design doc. Third: career question about tech lead track." |
| Blocker surfacing | First on the agenda | "I'm stuck waiting for the security team's sign-off — I've tried twice. I need you to escalate." |
| Uncertainty surfacing | Ask before you assume | "I'm not sure how to handle X — I made an assumption, but want to check if that aligns with how you'd approach it" |
| "I have nothing" | Push through | Spend 3 minutes before the meeting: "What's been hard this week? What am I unsure about? What do I want to get better at?" |
Core concept: Career development will not happen automatically. Managers have many responsibilities; unless you bring your career aspirations explicitly, they won't be discussed. You need to articulate what you want, ask for input on what it takes, and follow up on commitments.
Why it works: Managers want to help their reports grow — it's one of the most rewarding parts of the job. But most managers don't know what you want unless you tell them. By articulating your direction, you give your manager the information they need to create opportunities, give relevant feedback, and advocate for you.
Key insights:
Practice applications:
| Context | Pattern | Example |
|---|---|---|
| Stating direction | Be explicit, not vague | "I want to work toward a tech lead role in the next 18 months — I'd like your perspective on what that takes here" |
| Asking for gap feedback | Direct and specific | "Based on what you've seen, what's the most important thing I should focus on to get to the next level?" |
| Sponsorship ask | Make it easy for your manager | "I've been working on system design — is there a context where I could get visibility with more senior engineers or leadership?" |
| Follow-up on commitments | Don't let it drop | "A few weeks ago you mentioned looking for a chance for me to lead something — I wanted to follow up on that" |
| Visibility | Advocate for your own work | "I led the refactor that cut API latency by 40% — is that the kind of work that's visible in performance reviews?" |
Core concept: Upward feedback — honest input to your manager about what's working and what isn't — is one of the most valuable things you can give. Managers have blind spots. They often don't know when their behavior creates friction, blocks the team, or reduces your effectiveness. You are often uniquely positioned to see this.
Why it works: Managers who receive honest upward feedback improve faster. Teams that give honest upward feedback have better working relationships. The short-term discomfort of raising a hard thing is almost always less costly than the long-term cost of an unaddressed dynamic. Most managers genuinely want this feedback and rarely receive it.
Key insights:
Practice applications:
| Context | Pattern | Example |
|---|---|---|
| Positive upward feedback | Specific, behavior-linked | "The way you ran yesterday's retro — keeping it structured and action-oriented — made it feel worth the time" |
| Behavioral feedback | SBI model, first person | "In the planning meeting — when you moved to a decision before I finished my proposal — I felt like my perspective wasn't fully heard" |
| Pattern feedback | Name the pattern, not the incident | "I've noticed that when a deadline is tight, I sometimes get less context about decisions — that makes it harder for me to prioritize effectively" |
| Asking for feedback in return | Make it two-way | "I wanted to share some feedback — and I'd appreciate hearing if there's something I could do differently too" |
| Safety check | Test before going deep | Start with a smaller piece of feedback; see how it's received; build from there |
Core concept: Don't wait for your manager to give you feedback — ask for it specifically. Vague requests ("how am I doing?") produce vague responses. Specific requests ("how did I handle the design review yesterday?") produce actionable feedback. You can also ask for feedback from peers and stakeholders — your manager isn't the only source.
Why it works: Managers who aren't prompted often withhold feedback that would be valuable because they're uncertain about timing, they're busy, or they assume you already know. Specific requests lower the barrier dramatically — the manager doesn't have to decide when or how to bring it up, they just have to answer a direct question.
Key insights:
Practice applications:
| Context | Pattern | Example |
|---|---|---|
| Post-event feedback | Specific, timely | "Now that the sprint review is done — what's one thing I did well in that presentation? One thing to improve?" |
| Skill-specific feedback | Name the skill | "I'm trying to get better at writing technical proposals. Can you read my draft and tell me specifically where it's weak?" |
| Perception check | Ask about how others see you | "I'd like your honest read: how do the other team leads perceive me?" |
| Future-focused feedback | "What would make a bigger impact?" | "What's the one thing I could do differently that would most increase my impact on the team?" |
| Feedback agreement | Ongoing coaching contract | "I'm working on speaking up more in design reviews — would you be willing to give me a quick signal after each one?" |
Core concept: The 1-on-1 is also the primary channel for building the working relationship with your manager. Trust is built through consistent honest communication, following through on commitments, and understanding each other's working styles and pressures. A manager who trusts you advocates for you, gives you better opportunities, and gives you more honest feedback.
Why it works: The manager-IC relationship is one of the most consequential professional relationships you have. Managers make decisions about your projects, your visibility, your promotions, and your feedback. A strong relationship built on genuine trust and mutual understanding multiplies every other career investment you make.
Key insights:
Practice applications:
| Context | Pattern | Example |
|---|---|---|
| Understanding manager context | Ask about their world | "What are you most focused on this quarter? Is there something I could help with?" |
| Working style alignment | Ask about preferences | "When I hit a blocker, do you prefer I escalate immediately or try for 24 hours first?" |
| Sharing struggles honestly | Build trust through transparency | "I'm struggling with the scope of this refactor — it's larger than I expected, and I'm not sure how to sequence it" |
| Follow-through | Reliability compounds | "I said I'd have the design doc by Tuesday — it'll be ready Tuesday morning" |
| Sharing energy signals | Help your manager understand you | "I find the architecture work energizing — the bug queue drains me. I'm not sure if that's useful information." |
| Mistake | Why It Fails | Fix |
|---|---|---|
| Showing up without an agenda | Manager runs the meeting; your real needs stay unaddressed | Keep a running list throughout the week; prioritize before the meeting |
| Only talking about projects | Career and growth stay unaddressed | Explicitly bring a career topic at least monthly |
| Waiting for your manager to raise feedback | Managers are busy and often avoid hard conversations | Ask for specific feedback after specific events |
| Not giving upward feedback | Manager's blind spots persist; friction builds | Start with small, positive feedback; build the relationship; then address harder things |
| Dropping follow-through | Trust erodes; manager updates their model of your reliability | Track your own commitments; close loops proactively |
| Vague career aspirations | Manager can't help without knowing what you want | Spend 15 minutes writing: "In 2 years, I want to be able to do X. I want to be known for Y." |
| Treating 1-on-1 as performance review | You perform, they grade; no real dialogue | Ask questions; bring your real thoughts; disagree respectfully when you do |