1. Method Name

1-on-1 Interviews (One-on-One)

2. Alternative Names

Between Four Eyes, Check-in

3. Brief Description

A 1-on-1 is a regular, private meeting between a manager and their direct report. Unlike a status meeting, it is not primarily about projects, but about the employee—their satisfaction, development, challenges, and feedback for the manager.

4. Purpose / When to Use

It is used to build trust and a relationship between a manager and an employee, to provide and receive feedback, to resolve problems before they escalate, and to discuss career growth and development. It is a key tool of modern leadership.

5. Procedure / How to Apply It

1. Regularity: Schedule them regularly (e.g., once every 2–4 weeks) and never cancel them. This shows the employee that they are a priority.
2. Duration and location: Typically 30–60 minutes, in a place where both of you feel comfortable.
3. The employee sets the agenda: It’s their meeting. The manager should encourage the employee to prepare topics they want to discuss.
4. Structure: A good structure might be: 10 minutes for the employee (their topics), 10 minutes for the manager (their topics), and 10 minutes for the future (development, goals).
5. Ask good questions: The manager should listen more than they speak. Examples of questions: “How are you feeling?”, “What brings you the most joy/frustration?”, “How can I help you?”, “What feedback do you have for me?”
6. Take notes and follow up on actions: Write down the agreed-upon steps and check on their progress at the next meeting.

6. A Real-World Example

Every other Friday, the IT manager has a 30-minute one-on-one meeting with each member of her team. She discusses Zuzana’s certification plan with the junior team member, addresses Peter’s frustration with slow company processes, and asks both of them for feedback on her leadership.

7. Benefits

- Builds trust and psychological safety.
- Improves communication and prevents misunderstandings.
- Increases employee engagement and satisfaction.
- Enables the early detection of problems and the risk of employee turnover.
- Provides managers with valuable feedback.

8. Risks / Limits

- If it turns into a status report, it loses its purpose
.- It takes time, especially for managers with large teams
.- It requires the manager to have coaching and active listening skills
.- A lack of candor if there is no trust.

9. Practical Tips

- Never cancel a one-on-one meeting. If you must, immediately schedule a new time
.- Be prepared: Even a manager should think about what they want to discuss before the meeting
.- Take notes: It shows that you’re listening and taking the topics seriously
.- The manager speaks last. Let the employee have the floor first.