The most common reason for managers to skip 1:1’s is that they are just too busy and are unable to manage their time effectively.
If there is a consistent pattern of 1:1’s being skipped, it is prudent to speak directly to the manager and emphasize to hold to a consistent 1:1. If the manager is still unable to make the 1:1’s, progressive escalation to the manager’s manager is not uncommon.
This is an unfortunate but is not an uncommon occurrence, often when the manager is extraverted.
The solution is straightforward but likely uncomfortable: the report has to bring this up to the manager and share concerns that he or she is not being heard. A number of managers don’t realise they are hogging the airspace, and when the feedback is shared with them, good managers typically take corrective steps.
There will be managers who don’t receive the feedback well. If the manager is not able to modular himself or herself effectively, then consider progressive escalation to the manager’s manager.
Yes, but these occasions should be relatively rare (i.e. it should not happen more often than once or twice a year).
When a 1:1 is consistently cancelled between a manager and a report, it is a worrying signal that the manager is not paying sufficient attention to their report; it is recommended that the manager bring the 1:1 back on schedule by driving the agenda in the short term and providing guidance to the report on how to own and drive the agenda in the long term.
When a 1:1 is consistently cancelled between peers, it is likely that the meeting is scheduled too frequently; the recommendation would be to reduce the 1:1 cadence. It’s better to meet less frequently but consistently, instead of meeting inconsistently on a best effort basis.