.svg){kind=icon}
.svg){kind=icon}
One-to-ones. The majority of businesses prioritise them - but how can SMEs make the most of them?
Simply having one-to-ones with your team isn't enough. To make them worthwhile, you'll need to make sure you're conducting them well and covering the right things.
To help you out, we've put together a guide to help you nail your one-to-ones and send productivity soaring.
We'll cover:
- Why they're important
- How often should you conduct one-to-ones?
- Preparing for meetings
- 5 things to cover in a one-to-one
- Meeting follow-up and next steps
- Overcoming common challenges
- Key takeaways
What are one-to-ones?
One-to-ones can be one of your most powerful tools in successfully managing a team.
They’re a scheduled conversation between two people, normally a line manager and their employee. One-on-one meetings are designed to foster individual connections and personal growth, setting them apart from any other meeting, such as project updates or team discussions.
But what sets a one-to-one apart from other scheduled meetings in your diary is their emphasis.
A one-to-one meeting is different from meetings involving entire teams, as it focuses specifically on individual development and personalised feedback.
Why are one-to-one meetings important?
One-to-ones are important because they’re a break in the day-to-day “doing” and a chance for a line manager to get hands-on with coaching their employee. These meetings help build a strong relationship and connect with team members on a personal level.
In turn, this means better performance, better alignment to business goals and better team dynamics. One-to-one meetings also contribute to a positive employee experience and help improve employee engagement. And here are some reasons why:
1. They help you support your employee
One-to-ones help you support your team, including each team member and individual contributors, with their tasks and prioritisation. This helps them be more productive, which in turn improves business performance.
2. Identify training opportunities
Getting closer to your employees puts you in touch with their potential and their skills gaps. You can use this to build a more meaningful training and development plan for them, supporting their professional development.
3. Get to know your team
Getting to know each other better, and understanding each person as an individual, means you build stronger rapport and connection. This improves your working relationship which helps… just about everything.
4. Support their mental health
Knowing your direct report better, means you get a deeper insight into what’s normal for them and what’s not. Take time to check in on how they've been feeling over the past week to better support their wellbeing. You can then react accordingly. And with mental health problems affecting 1 in 4 of us a year, it gives you a chance to make a real difference to your direct report’s wellbeing.
5. Monitor their engagement
This increased familiarity gives you a sense of an employee's engagement and priorities (engagement). If you get hints that they’re going to hand in their notice, you can pull out all the stops to keep them or start the recruitment process to fill their role.
6. Consistent feedback
By creating a continuous feedback loop, end of year reviews become easier. This helps your direct reports improve their performance and achieve their objectives. It’s also an opportunity for them to give you feedback, allowing you to receive feedback and helping you improve your management style.
7. Save yourself time
One-to-ones help free up your time too. By holding regular one-to-ones with your people and scheduling recurring time slots, you can organise your time more effectively and spread your time evenly across your team. Without one-to-ones, you risk reacting only to those persistent employees who manage to grab you on your way to lunch. You’ll also spend every spare minute dealing with emails and instant messages.
How often should you have one-to-one meetings?
The frequency of your one-to-ones depends on the relationship you have with your direct report.
Most people prefer a weekly or fortnightly one-to-one. Others may want a monthly one-to-one. If you work closely and you know your employee’s capabilities well, this might work well for you. Regular meetings and regular check-ins are essential for maintaining open communication, ensuring ongoing feedback, and supporting employee development.
There’s no set time for a one-to-one, either. 30 minutes might be spot on if you’re having weekly catch-ups with someone who needs little guidance. Likewise, if you only meet up once per month, you may find you need a 90-minute or 2-hour meeting to make time for everything you want to discuss.
We’d recommend starting out with an hour and adjusting it as you settle into a routine. Make these one-to-ones a priority, ensuring the employee’s needs are given sufficient time and attention, and avoid rushing through the meeting.
Our final piece of advice here? Always schedule on the side of caution and allow more time than you think you may need, using check-ins to maintain continuity and keep conversations on track. Cutting a one-to-one short is unhelpful and demotivating to your direct report.
Preparing for meetings
Let's be honest, preparation is what makes the difference between a one-to-one that's actually useful and one that's just going through the motions. Before you step into that meeting room or hop on a call, you'll want to get your act together with a clear agenda and all the info you'll need at hand.
Take a moment to review your direct report's recent progress, jot down any key projects or challenges they're facing, and think about the specific discussion points you really want to cover. This is also your chance to collect feedback from other team members if it makes sense, so you can give a well-rounded perspective that's actually helpful.
As a line manager, you need to come ready to provide constructive feedback and, just as importantly, to actively listen to your employee's concerns and ideas. Think about where your direct report has really excelled, as well as those opportunities for development that could make a real difference.
By investing time in proper preparation, you're making sure your one-to-ones are focused, productive, and genuinely supportive of your team's growth. Remember, a well-prepared meeting sets the stage for open communication and helps both you and your employee get the most out of your dedicated time together, and that's what really matters.
5 things to cover in a one-to-one meeting
What you cover in your one-to-ones depends on you and your direct report.
Many management experts recommend asking your employee to lead the meeting by setting an agenda ahead of time or creating a loose structure that they wish to follow. Having a clear meeting agenda, or even better, a shared agenda, ensures both parties are prepared and helps drive productive discussions.
We like this approach because it takes a job off your plate, sends your direct report a message of trust and recognises the importance of their priorities.
That said, it’s helpful to guide the content of your one-to-ones to make sure you cover off key information. Do this by requesting certain updates. Preparing talking points in advance can help keep the conversation focused and ensure all important topics are addressed.
Here are some things you might want to cover:
- Progress on current projects
- Roadblocks or challenges
- Career development goals
- Feedback (both ways)
- Recognition and achievements
Additionally, make sure to review action points and key decisions from the last one-to-one meeting to ensure continuity and follow-up on ongoing priorities.
When it comes to feedback, be sure to deliver negative feedback constructively, focusing on specific examples and actionable steps for improvement.
While structure is important, allowing for a free form meeting occasionally can help keep the conversation flowing and encourage open, spontaneous discussion.
Top tips for effective one-to-ones:
- Always set and share a meeting agenda in advance
- Prepare talking points to stay on track
- Review action points and key decisions from the last meeting
- Celebrate successes and celebrate wins to boost morale
- Provide balanced feedback, including constructive negative feedback
- Allow space for a free form meeting to keep the conversation flowing
Here are some guidelines:
1. An emotional check-in. Asking someone is incredibly beneficial. So much so, that occasionally these discussions may run for your entire one-to-one meeting. That’s fine - if your direct report is so wrapped up in something that they need an hour to discuss it with you, it’s time well spent. During these emotional check-ins, make sure to be an active listener by minimising distractions and giving your full attention to the speaker.
2. Feedback. Let’s preface this by saying that feedback should always be given as close to the event as possible. Don’t wait a week just to say, “well done” or “what did you do that for?” But you can and should use your one-to-ones to build on feedback you’ve already given.
One-to-one feedback
It’s also important to ask your direct reports for feedback on your work and approach. How could you do things differently and help them do their jobs? This helps build a feedback culture and reinforces a growth mindset in your business.
1. Don’t let one-to-ones stop at feedback. Use this valuable face-to-face time to help develop your direct reports. From the way they react to certain situations to their email style, a one-to-one meeting is the right place to hold corrective coaching and developmental discussions.
2. Career development. Show your direct reports how much you value them by including in your one-to-ones. Asking someone about their career goals and helping them map out a path to achieving that through training or new job roles is a powerful retention tool and helps motivate your employee to work well.
3. Progress towards goals and objectives. We’ve said it before, and we’ll say it again. The results of an end of year performance review should never come as a surprise. Help your direct report by using one-on-one meetings to review their progress against their objectives and giving them guidance where necessary. This way they’re more likely to stay on track and achieve their full year goals. That’s hugely motivating for them and helps you deliver overall business goals too.
Documenting feedback and progress discussed in one-to-ones is important for future reference, as it allows you to track development over time and revisit key points as needed.
Here’s a final suggestion, don’t waste your precious one-to-one time on status updates. Use centralised documents and team meetings for this sort of thing. Your one-to-ones should be valuable coaching-led discussions.
Meeting follow-up and next steps
The value of a one-to-one meeting doesn't end when you leave the meeting room, and here's why that matters. Following up is absolutely essential if you want those discussion points and action items to actually get done (we've all been there when great ideas just disappear into thin air).
After each meeting, you'll want to send your direct report a brief summary that highlights the key takeaways, agreed action items, and next steps. This keeps everyone on the same page and gives you a useful reference point for your next catch-up.
Scheduling a follow-up one-to-one meeting is also really important to review progress and provide ongoing support (think of it as your chance to be the manager you'd want to have). This shows your commitment to your direct report's development and helps build that strong, trusting working relationship we're all after.
By consistently following up, you're reinforcing accountability and demonstrating that you genuinely value your employee's growth and contributions. Let's be honest, it's these little things that make the biggest difference.
Overcoming common challenges
Even the most carefully planned one-to-one meetings can hit some bumps in the road, especially when you're dealing with tough conversations or need to address performance issues.
The secret? Stay fully engaged and approach every single meeting with genuine empathy and an open mind. Really listen to your direct report, offer constructive feedback that actually helps, and focus on working together to find solutions that make sense.
Here's the thing: flexibility is absolutely crucial. You need to be willing to adapt your approach based on what your direct report actually needs and prefers, rather than sticking rigidly to whatever agenda you've written down.
If you're facing particularly challenging topics, don't hesitate to reach out for support from HR or trusted colleagues. This ensures you're handling everything fairly and consistently, and honestly, there's no shame in getting a second opinion.
By creating a positive, solution-focused environment, you can turn even the most challenging one-to-one meetings into real opportunities for growth and stronger team relationships. It's about building something better together, not just ticking boxes on a meeting agenda.
5 key takeaways
Ready to transform your one-to-ones? We'll leave you with these final pieces of wisdom:
1. Have them. Too many managers let one-to-ones slip in favour of urgent tasks. Ask your direct reports to schedule them and make sure they happen.
2. Go with the flow. You don't need to follow a set format for each one-to-one, or even for each employee.
3. Let the situation and individual guide you. If structure is important to you or your employee, then consider this loose structure recommended by a variety of management experts:
- What's on your mind?
- How happy have you been this week?
- How productive have you been this week?
- What feedback do you have for me?
4. Enjoy them. Relax and know that with the right intention, it's almost impossible to mess up a one-to-one meeting. Even if you have a few shaky sessions, there'll be future opportunities for better one-on-ones.
5. Use this time to listen, build rapport and get to know your employees and do your best to support them. And you'll be on the right track.
FAQs
Q: What is a one-to-one meeting?
A: A one-to-one meeting is a scheduled conversation between a line manager and an employee that focuses on personal development, feedback, and open communication. Unlike team meetings, one-to-ones are tailored to individual progress and wellbeing.
Q: Why are one-to-one meetings important?
A: One-to-ones help strengthen working relationships, boost employee engagement, and improve performance. They create space for coaching, feedback, and checking in on wellbeing - all of which lead to better productivity and morale.
Q: How often should one-to-one meetings be held?
A: Most managers hold one-to-one meetings weekly or fortnightly, though monthly sessions may suit some teams. The key is consistency - regular check-ins maintain open communication and ensure ongoing support.
Q: What should be discussed in a one-to-one meeting?
A: Common discussion points include progress on projects, challenges, career development, feedback (both ways), and recognition. It’s also important to review previous action items and celebrate achievements.
Q: How can managers prepare for an effective one-to-one?
A: Preparation is essential. Review your employee’s recent work, set a clear agenda, and gather relevant feedback. Come ready to listen, provide constructive input, and discuss development goals openly.
Q: What’s the best way to follow up after a one-to-one meeting?
A: After each meeting, summarise key takeaways, agreed actions, and next steps in writing. This ensures accountability and gives both parties a reference point for the next catch-up.
Q: How can managers handle difficult one-to-one conversations?
A: Approach tough topics with empathy and openness. Focus on solutions, listen actively, and maintain a calm, respectful tone. If needed, seek guidance from HR to ensure fairness and consistency.
Employee Engagement
