Make the first one-to-one a listening conversation
A practical agenda for a 30-minute first meeting
Jordan schedules a separate conversation with each of the six team members, including colleagues on the evening shift. The purpose is to understand the work and agree a useful follow-up—not to arrive with a finished diagnosis of the team.
Before the meeting: choose a time that works for the employee's shift, bring a short agenda, and leave space for their priorities. If you cannot meet during their shift, agree a workable alternative rather than assuming day-shift timing suits everyone.
A complete first one-to-one agenda
About 30 minutes; adjust the pace so the employee has room to speak.
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1
Open and agree the purpose
Say: “I’d like to learn what helps you do good work, what gets in the way, and what would be useful for us to follow up. What would you like to make sure we cover?”
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2
Hear their view of the work
Ask what a smooth shift looks like, which tasks require the most coordination, and what information from the other shift is most useful.
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3
Ask what is working and what is difficult
Invite one example of each. Ask what happened, when it happens, and what effect it has on the work. Listen without jumping to a solution.
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4
Clarify support and expectations
Ask what they need from you, what decisions they currently make independently, and where they would want a check-in before acting.
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5
Agree one or two next steps
Name the action, the owner, and a date or next conversation to revisit it. If you do not know an answer, say when you will return with one.
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6
Close with their understanding
Summarize what you heard and ask, “What have I missed or misunderstood?” Confirm the next check-in and how you will share any agreed work information across shifts.
When a conversation raises a concern
Listen carefully, stay within your role, and make a clear handoff when needed.
What if someone tells me something that worries them?
Thank them for telling you. Ask what happened and what support they are asking for; do not press for speculation or try to diagnose the cause. Reflect back what you heard, agree what you will do next, and avoid promising a particular outcome or complete confidentiality before you understand the appropriate process.
What if I do not know whether this needs People support?
Do not make the employee wait while you guess. Tell them you will seek guidance through the confidential People support route, and use that route to ask what to do next. Share only the personal detail needed for the handoff.
What should I tell the rest of the team?
Share only work information colleagues need to do their jobs. Do not repeat a colleague's private concern or imply that a particular People decision has been made.