1:1’s are most effective when they are structured conversations with a clear discussion agenda. While there is space in a 1:1 for open ended discussions, a 1:1 with a clear agenda provides significantly higher probability for productive outcomes.
Common areas covered in a 1:1 include progress updates, people management discussion items, strategic items and even personal updates. 1:1’s can provide a space to build relationships so it is good to reserve some time to connect at a deeper level.
Here are some common 1:1 topics:
People related discussions
Sufficient time should be allocated in the 1:1 for people related discussions, covering growth, development and promotions, as well as those at risk of attrition. Cases of those who are a cultural poor fit or not performing, and at risk of attrition, should be discussed.
People related discussions should always take precedence in any conversation. Almost every other concern in an organisation will likely be secondary to people related concerns. Put people first in your conversations and your organisation will thrive.
Progress report and/or work alignment
Quite a few people use 1:1’s to provide a view on progress in specific areas. There are many ways to share progress. A well written document is commonly preferred. However, a 1:1 provides an avenue to highlight key areas that may require a deeper discussion.
1:1 time for progress reports should be carefully utilised so that the 1:1 doesn’t become a progress report meeting. At most, aim to spend 15% of 1:1 time (amortised of multiple sessions) on progress reports.
The 1:1 also provides a mechanism to get alignment on key work areas.
Work challenges
Work related challenges are a great item to discuss during 1:1’s. Besides brainstorming, it also provides an avenue for relationship building and mentoring.
Organisational updates
Reorgs, leadership and management changes, and other organisational changes are commonly discussed in 1:1’s. These changes typically require discussions and are a good
Mentoring relationship
Mentoring relationships are more open ended, and the agenda items are typically driven by the mentee. These 1:1’s are an opportunity for mentors to provide guidance and to nurture and grow their mentees.
1:1’s typically cover important items, but not urgent items. Urgent items should not wait for a 1:1 session and should be raised as soon as possible. As an example, it is perfectly fine to ponder over a deep thorny technical issue but people related issues need to be handled immediately. If guidance is urgently required, ask for it immediately; don’t wait for a 1:1 to raise it.