The 1:1 meeting is an important moment because both parties can have a two-way feedback loop. Feedback is really important to build trust and in order to do it effectively you have to approach this activity carefully. Because it is a private meeting this is the right time to provide negative feedback. For many, it is more comfortable to give feedback to, and receive feedback from, those with whom you have already established trust
The first step to build trust is being candid and starting from task based feedback and only in a second step moving towards behavioural feedback. It is easier and confortable to tell someone that there is a typo in something they have written than to tell someone their leadership is ineffective because they micromanage, for example.
To provide effective feedbacks is important to clearly identify a situation or an experience about the bad behaviour, to highlight the impacts of that and more important to be able to suggest an alternative way to do it differently.
Instead when you receive feedbacks is important to actively listen without refusing it and more important assume positive intent about the giver, because it is uncomfortable also for her/him.
1:1 is also an occasion to intercept personal problems and to raise hand about them.
1:1 meeting should be conducted at least once a month and it is suggested to do it bi-weekly.
If you have few items on the agenda try the following questions:
- Is there anything that needs clarity?
- What are you most proud of/excited about?
- What can I (your manager) improve on?
- Anything you think important that happened since the last 1-1
- What are potential troubles you see for the team
- What are potential troubles you see for the company
- What went well last week?
- What went not so well last week?
- Is there anything I can do to help?
- Anything non-work related worth mentioning?
- When x happened, what will you do differently next time?
- Have you identified any career development opportunities that I can help you with?