One-on-one staff meetings boost performance and well-being

Do you have regularly scheduled one-on-one meetings with your staff?

I ask because I’ve recently spoken with people in organizations where one-on-one meetings aren’t a regular practice, and I find that surprising.

In my opinion, one-on-one meetings are the backbone of organizational relationships. They help staff stay connected to their role, to the organization, and their manager.

These meetings don’t have to be long, but they are essential, and they need to happen consistently. When employees feel heard and valued, it fosters trust and loyalty, and enhances employee performance and well-being.

Building trust and relationships

Regular check-ins aren’t something to squeeze in when there’s time.

They should be recurring meetings in your calendar — a dedicated time for employees to feel heard and respected. These meetings enable you to truly get to know your staff and foster long-term trust and loyalty.

Remember: this is a safe time for employees to share how they’re feeling—it’s not a place for status updates on projects or sales forecasts.

It’s a chance to surface obstacles or frustrations before they fester and grow into bigger problems.

When employees feel heard and supported, they will perform better and stay engaged.

Growth and development

These meetings provide an excellent opportunity for team members to discuss their short- and long-term goals, professional growth, and development, as well as to learn more about their ambitions.

This is your chance to provide honest feedback and to be a mentor—someone who helps guide them toward growth, and ensures their goals and priorities align with those of the company.

The ROI on these meetings is exceptionally high, trust me.

Preparing for one-on-ones

Both managers and team members should come prepared for one-on-one meetings—they shouldn’t just be a casual “Let’s catch up.”

Each person should bring two or three key topics to discuss.

These could include things like career goals, work-life balance, or feedback on recent work.

It’s helpful to keep a running log of notes from previous meetings. Reviewing these notes a few minutes before your one-on-one meeting can help you track progress, highlight what has been accomplished, and keep the conversation focused.

Some managers might say, “I don’t need one-on-ones. I talk to my team several times a week.”

However, remember that this time is for the employee. Avoid cluttering the meeting with day-to-day logistics or project status or client updates.

Encourage your staff member to talk about team dynamics, workplace culture, personal goals, or career development questions.

If you have a rockstar on your team, you might be tempted to skip their one-on-ones and “give them back some time.”

However, even your top performers want to feel connected, supported, and challenged—and one-on-one meetings are a key way to provide that.

How often should you meet and for how long?

Optimal one-on-one meetings should last between 30 and 45 minutes. They don’t need to take a full hour, especially if you’re holding them regularly.

The ideal frequency depends on the number of direct reports, the type of work, and your organization’s pace. Every other week tends to be the sweet spot for most teams.

Weekly check-ins can also work well. Once a month, however, is usually too infrequent to maintain a strong personal connection.

Make sure to include a look-ahead in each meeting. For example: “Here’s what’s coming up for me” or “Here’s what’s ahead for the business.” This helps employees stay aligned and in tune with the bigger picture.

If you’re going to be away, taking a vacation, or new team members are joining, use the meeting to plan. A bit of foresight can go a long way in providing stability, comfort, and peace of mind for your employees.

Don’t cancel, reschedule 

While things occasionally come up, try to avoid cancelling one-on-one meetings. If you need to postpone, reschedule as soon as possible, don’t delay it until the following month.

Cancelling or delaying these meetings sends a message that the employee is not a priority. Your team wants to know there’s a dedicated time and space for them to feel seen, heard, and valued.