One-on-One Meeting Checklist
A one on one meeting checklist for managers: prepare, let your report set the agenda, give feedback and follow up, so 1:1s become more than status updates.
- Typical schedule weekly or every two weeks
- The checklist 4 sections, 16 items
- Variables
{{employee_name}}{{date}}
Use this checklist for regular 1:1 meetings between a manager and a direct report, typically every week or every two weeks for 30 minutes. It keeps the meeting focused on the person, not only on project status, and leaves a short record you can use in the next performance review.
Who owns it
The meeting belongs to the report, so they should set most of the agenda. The manager owns the preparation, the follow-ups and protecting the slot. Schedule one recurring run per report, and both of you can add points during the week.
Common pitfalls
- Turning it into a status meeting. Project updates belong in stand-ups or written updates. If the whole 1:1 is status, move it there and use the time for the topics that do not fit anywhere else.
- Cancelling when busy. Moving a 1:1 is fine. Cancelling often tells the report they are not a priority. Reschedule instead.
- The manager talks most of the time. Ask open questions and listen. Your own topics go last.
- No notes, no follow-up. Promises made in a 1:1 and then forgotten damage trust quickly. Write the agreed actions down and check them next time.
- Personal topics in shared notes. If a report mentions health or family matters, keep them out of shared documents unless they agree. Adapt this to your jurisdiction; it is a practical checklist, not legal advice.
A scheduled run in Runbook creates the checklist before each meeting, so open actions from the last one are easy to find.
The checklist: 1:1 with {{employee_name}} on {{date}}
Before the meeting
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Actions agreed in the last 1:1 with
{{employee_name}}reviewed -
Shared agenda checked and
{{employee_name}}reminded to add topics -
One piece of specific feedback prepared, positive or constructive
Note what happened, when, and the impact. Feedback that is older than a few weeks loses its value.
-
Recent work, wins and difficulties of
{{employee_name}}reviewed -
Company or team news that affects them noted optional
During the meeting
-
Opened with an open question, e.g. "How are things going for you?"
-
Topics from
{{employee_name}}discussed first -
Workload and blockers asked about directly
-
Feedback given, and feedback asked for in return
"What could I do differently to help you?" works better than "Any feedback for me?"
-
Progress on development or career goals discussed optional
Not every week. Once a month or so is enough.
-
Manager's own topics raised last
Wrap up
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Each action agreed with an owner and a date
-
Short notes written in the shared 1:1 document
-
Next 1:1 confirmed in the calendar
After the meeting
-
Manager's actions done or scheduled before the next 1:1
-
Anything that needs escalation (e.g. conflict, wellbeing concern) passed on to HR optional
Tell
{{employee_name}}first what you will pass on and why, unless there is an immediate safety risk.
Checklist as Markdown
Frequently asked questions
What should I talk about in a one-on-one meeting?
Start with whatever the report wants to discuss. Then cover workload and blockers, feedback in both directions and, from time to time, career goals. Keep project status short, because it can usually be shared in other ways.
How often should managers have 1:1s?
Weekly or every two weeks for about 30 minutes is common. New hires and people going through a difficult time often benefit from weekly meetings. Experienced, independent people may prefer every two weeks, but monthly is usually too rare to catch problems early.
Who should prepare the 1:1 agenda?
Mostly the report, because the meeting is for them. A shared document where both people add topics during the week works well. The manager prepares feedback and checks the open actions from last time.
Updated