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Few organizations provide strong guidance or training for managers on meeting individually with their employees, but the author's research shows that managers who don't hold these meetings frequently enough or who manage them poorly risk leaving their team members disconnected, both functionally and emotionally. When the meetings are done well, they can make a team's day-to-day activities more efficient and better, build trust and psychological safety, and improve employees' experience, motivation, and engagement at work. The author has found that although there's no one-size-fits-all approach to one-on-ones, they are most successful when the meeting is dominated by topics of importance to the direct report rather than issues that are top of mind for the manager. Managers should focus on making sure the meetings take place, creating space for genuine conversation, asking good questions, offering support, and helping team members get what they need to thrive in both their short-term performance and their long-term growth.

Research shows that leaders consistently rate their own meetings very favorably--and much more positively than attendees do. When managers assume that their meetings are going well, they are less apt to solicit feedback and seek opportunities to improve. As a result, frustrations that attendees commonly cite (such as irrelevant agenda items, overly long duration, lack of focus) persist, leaving people disgruntled and disengaged. This article helps managers learn to diagnose their meeting problems, better prepare for and facilitate the gatherings they lead, and seek feedback to further hone their skills.