Leading Useful One-to-Ones

Connect learning to your work

A practical place
to begin.

Create room for the conversation the person needs

A manager's one-to-one should make space for the team member's priorities as well as necessary work updates. This Skill Lab explores how to open the discussion, listen for an issue beneath the first answer and close with clear commitments. It helps distinguish a useful conversation from a meeting that happens only because it is scheduled.

In an illustrative exercise, a colleague says everything is fine but repeatedly mentions a difficult handoff. Prepare a question that invites them to explain the situation without forcing a particular interpretation. Explore whether they need a decision, practical support or time to think through an option.

Make the follow-through visible

Summarize what was agreed, including any action you own as the manager. Check that the person understands the same next step and knows when an unresolved question will be revisited. Review whether the conversation gave them a useful opportunity to raise what mattered. Bring a typical management situation with personal details removed. The focus is attentive, practical discussion; it does not assume every one-to-one should cover the same topics or become a substitute for addressing an urgent issue when it arises.

Topics to explore

Your learning focus.

Start where you are

Who it’s for.

Managers holding regular one-to-ones with team members

Bring a workplace situation you want to approach differently. We can discuss your experience, priorities and the support that would be useful before agreeing on delivery.

Learning that fits your context

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