One on One Meeting: step by step on how to do it effectively

5 of May, 2025

Do you already know what a “one on one” meeting is? We explain its structure and how to hold them effectively below. Don’t miss it!

The “one on one” meetings have gained popularity in the world of team management and leadership development. They are not just a trend, but an essential tool to improve internal communication, foster trust and boost performance.

What is a “one on one” meeting?

A “one on one” meeting takes place individually between a leader or manager and a team member. Unlike group meetings, this type of meeting focuses exclusively on a conversation between two people, which allows for more open and personalized communication.

Thus, “one on one” meetings are an opportunity for the employee to share their concerns, discuss their goals and receive feedback. On the other hand, the leader can offer support, alignment and direction.

These meetings have become a fundamental pillar of modern team management because they promote a trusting environment and foster a closer relationship between leaders and their team. In addition, they help identify and solve problems early, improve performance by increasing team satisfaction and motivation.

What is the structure of a “one on one” meeting?

A “one on one” meeting should follow a clear structure to be effective. Here we explain the main elements that should be included in its planning and development:

Prior preparation: both the manager and the employee should have time to reflect on the topics to be discussed. This includes preparing an agenda, gathering relevant data, and having key points to discuss in mind. For this, it is helpful to send a reminder in advance so that both can prepare ideas for the meeting.
Start: start the “one on one” meeting in a friendly and relaxed way. This can be done with a small talk to break the ice and help both feel comfortable. This also provides the opportunity to establish a trusting environment that encourages open conversation.
Review of important topics: address the main items on the agenda. Here you can discuss ongoing projects, short and long-term goals, difficulties encountered, and progress. The leader should allow the employee to talk about their thoughts and concerns.
Feedback and feedback: feedback should be constructive, specific, and solution-oriented. This helps the worker understand what aspects they are doing well and in what areas they can improve.
Establishing actions and next steps: at the end, it is crucial to define clearly the next steps and actions to follow. This will help maintain motivation and focus on the goals that have been set.
Close: end the meeting by thanking the team member for their time and effort. To do this, the key points addressed are recapped and the support received is reiterated. This strengthens the relationship and leaves both with a positive impression.

Step by step to make an effective “one on one” meeting

Some of the steps to follow in a “one on one” meeting are as follows:

1. Planning and agenda

One of the keys to having an effective “one on one” meeting is planning. Before the meeting, the manager must clearly define the topics to be covered, but should also allow the worker to propose points for discussion. The use of a shared agenda is a great way to ensure both are prepared and can address important topics in an organized manner.

2. Active listening and empathy

During the meeting, active listening is crucial. The manager or manager must attentively listen to what the employee has to say, show empathy, and ask open-ended questions that encourage participation. This type of communication helps to better understand the employee’s perspective and shows a genuine interest in their well-being and development.

3. Creating a trust environment

For the “one on one” meeting to be productive, the environment must be one of mutual trust and respect. This means avoiding judgments and focusing on creating a space where the employee feels safe to share their thoughts and concerns.

Confidentiality and respect for the worker’s privacy are key aspects of building a trusting relationship.

4. Focus on development and not just performance

While it’s important to discuss performance and current projects, “one on one” meetings should also focus on the employee’s professional development. This can include training plans, growth opportunities, and personal development goals.

Asking about their aspirations and explaining how the manager can help them achieve them is an excellent method to keep them motivated.

5. Monitor

At the end, you will have to follow up on the agreements and actions that were discussed. The manager can send a summary of the meeting by email and set reminders for action points.

This follow-up reinforces responsibility and shows the employee that the “one on one” meeting had a real purpose.

What to ask in a “one on one”?

The questions raised in a “one on one” meeting can vary depending on the objectives of the conversation, but here are some suggested questions that can be very useful:

Projects and performance:

How have you felt about your workload lately?
Is there a project you are having difficulties with?
What recent accomplishments are you proud of?

Professional development:

Are there new skills you would like to learn?
What type of projects would you like more chances to lead?
How can I support you in reaching your developmental goals?

Team management:

How do you see collaboration within the team? Are there areas for improvement?
Is there anything you would like to change about how tasks are managed in the team?
Do you feel the team has the right direction to achieve its goals?

Well-being and motivation questions:

How do you feel about your job overall? Are you worried about anything?
Is there anything outside of work that is affecting your performance?
Which aspects of your job motivate you the most and which ones do you find less appealing?

HR professional with experience in building strong 𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐯𝐞 𝐜𝐨𝐦𝐦𝐮𝐧𝐢𝐭𝐢𝐞𝐬 among HR leaders. As the founder of the 𝐇𝐑 𝐂𝐥𝐮𝐛 and 𝐇𝐑 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐭𝐲, I leverage my 15+ years of experience to enhance the professional landscape for HR leaders.

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tiagosantos

HR Content Specialist