Prepare a useful one-to-one

A flexible conversation aid for managers and employees.

Fictional example: Northstar Works is a made-up multi-location organization. Arrive with a clear topic, make room for both perspectives, and leave with an agreed next step. The suggested pacing is illustrative, not a required schedule or a meeting record.

If a topic needs a formal process or another decision-maker, agree the appropriate next route rather than trying to resolve it solely in the one-to-one.

An illustrative 30-minute conversation

  1. Check in

    Ask what feels most important to make time for today.

  2. Choose a focus

    Compare topics and agree which one would be most useful to leave clearer.

  3. Explore the topic

    Ask what has been tried, what is getting in the way, and what support might help.

  4. Agree next steps

    Name what each person will do and when to check back. This sample pacing can be adjusted to the topic and the people involved.

Before, during, and after the meeting

  1. 1

    Prepare separately

    Each person notes one useful outcome and up to two topics. Bring a question or example rather than trying to write a full report.

  2. 2

    Choose one main topic

    Compare the topics and agree which matters most today. Park other items for another conversation or a more appropriate route.

  3. 3

    Agree an observable action

    Name the action, its owner, and a check-in point. Fictional example: a Service Desk lead shares a draft handoff checklist with the evening team by Thursday, and the manager makes time to review comments at the next one-to-one.

  4. 4

    Follow through

    At the next meeting, revisit the agreed action. Note what happened, what changed, and whether another step or support route is needed.

Choose a suitable route for issues beyond the meeting

A one-to-one can surface an issue without being the process for resolving every issue.

Clarify what the employee needs and whether the topic can be handled in this conversation.

If it needs a formal process, specialist input, or another decision-maker, explain the next route you will check.

Agree who will follow up and when the employee will hear an update.