Effective 1:1s
What is a 1:1 anyway? Some call it an oversight meeting, a check-in, a catch-up, or a one-on-one. Whatever name you give it; it’s a meeting designed to create consistent space for communication between you and the person you are leading. If you've ever been in one of these meetings, you know the experience can vary wildly. Some people might call them insightful and encouraging; others might see them as a waste of time—or even demoralizing.
Regardless of your personal experience, there's real value in having regular one-on-one meetings with the people you oversee. These meetings give managers insight into how an employee is doing in real time. They also give employees a space to communicate clearly, ask questions, and give and receive feedback where needed.
Over the years, I’ve worked with leaders who had both strengths and blind spots in this area. Some managers lean more relational, others more task-driven—and their 1:1s often reflect those tendencies. That’s why it’s important to have a consistent structure across the organization. No matter the leader’s personality, there should be a standard meeting framework that reflects the culture and values of the organization. It should meet the needs of both the manager and the employee.
The Four C’s
One format I like to use is what I call The 4 C’s:
Care
Communication/Concentration
Challenges
Coaching
These four categories create a simple rhythm that an employee can fill out each week before their meeting. That way, the manager comes in prepared and focused, and the employee has clear talking points to guide the conversation.
As for frequency, I believe one-on-ones should happen weekly. That consistency builds trust, accountability, and momentum. If weekly is not sustainable with your schedule, find another consistent rhythm that works for you and your team members. The goal should be having a consistent and dependable time on the calendar.
Care
This section is all about how the employee is really doing. John Maxwell says, “People don’t care how much you know until they know how much you care.” This part of the meeting creates space for personal check-ins, allowing your team to feel seen—not just managed.
Examples might include:
“Vacation time in April—does that work?”
“My wife is out of town this week for work. Can I work from home Thursday to handle school pickup?”
“Feeling overwhelmed in this new position.”
Some of these updates are professional; others are personal—but both matter. The goal isn’t for your 1:1 to become a counseling session. It’s about building a relational culture where employees feel safe being real. When you’ve built that kind of trust, people are far more likely to communicate challenges before they become problems.
Communication / Concentration
This is where the employee gives updates on where their focus is and what progress has been made. It allows the manager to track ongoing work, provide quick feedback, and stay in the loop without micromanaging.
Sample updates could be:
“Just finished organizing notes from our first branding meeting with the client. Do you need me to send the first comps?”
“Reminder: Sarah is going out on FMLA next week. Currently working with her to reassign direct reports.”
“Final deliverables for the client are ready—we’re sending them on the 31st.”
In most one-on-one meetings, this section tends to take the most time—and that’s okay. It’s where the work gets aligned and clarified.
Challenges
This section gives employees a chance to say, “Here’s where I’m stuck.” It could be a roadblock in a project, a team dynamic that needs attention, or a decision they need help making. The goal here isn’t to solve everything in the moment—it’s to surface potential issues early, before they escalate.
As a manager, this is a great opportunity to ask clarifying questions and dig into the “why” behind an issue. It’s also a chance to coach employees on what kinds of decisions they can own and when they need to escalate. Setting those boundaries is key to avoiding a bottleneck culture and helping your team lead with confidence.
Coaching
This might be my favorite part of the meeting for two reasons:
It provides ongoing leadership development for your employee.
It gives you valuable feedback as a manager.
This part takes time to build into your team culture. That’s why the Care section is so critical—it creates relational equity that leads to openness. In this section, I encourage employees to bring something they want to be coached on. It could be how they handled a meeting, led a project, or delivered a presentation. If they don’t bring anything, I always have something in mind to coach them on.
It’s important to approach this with honesty and care. You don’t want to hurt someone’s feelings, but you do want to help them grow. Always lead with the end in mind: Who do you want this person to become? What blind spots might they need to overcome to get there?
Another powerful way to build a feedback culture is by flipping the script—ask your employee if they have feedback for you. What could you do better? What’s unclear? What’s helpful? When this becomes normal, employees will begin seeking and offering feedback not just to you, but to the teams they lead as well.
Platforms for 1:1s
There are several great platforms that can help you manage and document 1:1s effectively. Here are a few:
Google Docs
If you’re looking for a budget-friendly option, Google Docs is a solid choice. You can maintain a shared document between you and your employee that includes a running log of your meetings, notes, and action items.
15Five
15Five is a more systemized, app- and desktop-based platform that’s great for teams. It offers templates, agenda tools, and check-ins that allow managers to jump in quickly, follow up efficiently, and ensure follow-through. It also enables cross-functional leaders to check in and provide feedback on how 1:1s are going across the organization.
Leadr
Leadr is an excellent tool for both weekly 1:1s and long-term leadership development. It helps establish goals, track progress, and measure leadership growth. It’s ideal for organizations looking to multiply leaders and build clarity around what success looks like.
No matter what platform you choose, tailor it to fit the culture of your organization. The most important thing is consistency—regular, thoughtful check-ins that support your employees and help them grow. Done well, these conversations will yield a powerful return over time.
Tim Cruz
Guest Writer
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