Are 1:1s Worth The Time?

An exploration of the pros and cons of 1:1 meetings

One-on-one meetings are practically de rigueur in the modern business environment. I have not held a job in the last 20 years where I have not steadfastly and repetitiously had weekly meetings with my direct reports. However, I have had bosses and know of leaders that do not regularly meet with their team members or staff individually. Surprisingly to me, according to an MIT Sloan Management Review article, 1 in 4 people don’t have regular one-on-one meetings with their managers or direct reports at all. In the spirit of “they might know something that I don’t”, I want to use today’s newsletter to explore the one-on-one (1:1) meeting to see if there might be a downside that many of us haven’t considered.  

But first, let me start with why I think 1:1s are important. There are a myriad of benefits that I can think of with meeting individually with team members but perhaps my top ones are: increased efficiency, personal development, and building trust. 

If you don’t do daily standup meetings, regular 1:1 meetings are a great way to ensure employees can identify and discuss blockers, challenges, and issues with their managers as they arise. This ensures that problems are addressed promptly and effectively. This proactive approach helps teams remain agile, as they can quickly adapt to changing circumstances or shift priorities as needed. These meetings also provide a platform for reassessing goals and objectives, ensuring they remain aligned with the current business needs. By fostering a culture of continuous feedback and adaptability, regular 1:1s help teams stay responsive and resilient in the face of change. This agility is crucial for maintaining competitiveness and achieving long-term success in a dynamic business environment.

I’ve been a longtime critic of annual performance reviews because they fail to provide timely feedback and guidance, making them insufficient for addressing ongoing productivity issues or recognizing achievements promptly. In contrast, weekly check-ins allow managers to continuously monitor employee performance and ensure they are on track with personal development goals. These frequent meetings provide opportunities for immediate feedback, enabling employees to make adjustments quickly and maintain high levels of productivity. Regular check-ins also help identify and resolve any obstacles or challenges employees may be facing, preventing minor issues from escalating into major problems. By staying engaged and proactive through regular 1:1s, managers can foster a more dynamic and responsive work environment, ultimately enhancing overall team performance.

Eighty-seven percent of millennials prioritize growth and development opportunities in their careers, making regular 1:1 meetings an ideal platform for discussing personal and professional growth. During these sessions, managers should explore their direct reports’ career aspirations, interests, and potential development opportunities. This includes identifying relevant training programs, mentorship possibilities, and projects that align with the employees' passion and skills. Demonstrating a genuine interest in and commitment to employees' growth not only boosts their job satisfaction but also enhances their motivation and engagement. Employees who feel supported in their development are more likely to contribute effectively to the organization and exhibit greater loyalty, reducing turnover rates and fostering a culture of continuous improvement.

Even if 1:1s don’t provide any benefit in terms of personal development or increased team efficiency, this last benefit in my mind makes all the time invested worthwhile. 1:1 meetings provide a valuable opportunity for employees to build personal connections with their managers. These interactions help establish trust and rapport, which are critical for a positive and productive workplace. When employees feel trusted by their managers and trust their managers, they gain confidence in their roles and are more likely to perform at higher levels. Additionally, strong relationships with managers can encourage employees to share personal challenges that may be affecting their performance. By addressing these issues with empathy and support, managers can enhance employee loyalty and engagement. The trust built through regular, meaningful interactions can lead to a more cohesive team, where open communication and mutual respect are the norm.

So, obviously I’m a big fan of 1:1s and have used them consistently for many years. But what are some of the potential downsides?

The most readily apparent issue with 1:1s is time consumption. If you have a team of 8-10 individuals, you might be spending upwards of 20% of your week on these meetings when considering the time to prepare, conduct the meetings, and follow up on action items. It has been estimated that nearly half (47%) of all meetings are 1:1s. This significant time investment can detract from other essential managerial duties, such as strategic planning, project oversight, and personal work. Additionally, when managers are tied up in meetings, their availability to address spontaneous issues or emergencies is reduced, potentially slowing down response times and decision-making. The cumulative effect of this can be a noticeable dip in overall productivity, as the focus shifts from broader team goals to individual conversations.

Another downside is the inefficiency of the time, especially when 1:1s are poorly prepared for ahead of time, such as when they lack agendas, talking points, or outlines. This often leads to meandering conversations that don't address critical issues or drive progress. Without a clear structure, meetings can become repetitive or sidetracked by less important topics, leading to a poor return on investment (ROI) for the time committed. Furthermore, if follow-up actions are not clearly defined and tracked, the same issues may need to be discussed repeatedly, wasting even more time. This inefficiency can frustrate both managers and team members, reducing the perceived value of these interactions.

Another area of concern with 1:1s is communication issues, which can manifest in at least two forms: inconsistent communication and complaining about others. Inconsistent communication occurs when different team members receive varying levels of information or conflicting messages from the manager. This can lead to confusion and misalignment within the team, as members may have different understandings of priorities, expectations, or project statuses. Miscommunication can further escalate into errors, duplicated efforts, or missed deadlines. Effective 1:1s require a consistent approach to ensure all team members are on the same page and have a unified understanding of goals and directives. My advice here is to take notes! Miscommunication can largely be decreased or eliminated by taking notes and ensuring you are communicating consistently with all team members. 

One of the biggest anti-patterns that I can think of with 1:1s is letting people complain about other team members. When leaders allow team members to complain about others, it can foster a culture of gossip or office politics. This negative behavior can erode trust within the team, creating a toxic work environment where people are more focused on internal conflicts than collaborative efforts. Instead of addressing concerns through proper channels or in a constructive manner, issues may be aired privately, leading to resentment and a lack of transparency. This can also put managers in difficult positions, as they might feel pressured to take sides or intervene in personal disputes rather than focusing on professional development and team cohesion. To prevent this, leaders should steer conversations towards solutions and personal growth, while encouraging direct and respectful communication between team members. One technique that I use is if I hear someone start down this path, I stop them and ask that we get a meeting with the other party so the three of us can talk openly. This stops most senior folks from complaining about someone else because they know they can fix it and they were just caught in a moment of frustration about something. 

There are definitely some potential downsides of 1:1s but in my mind they still don’t outweigh the upsides. I have seen too many positives coming from spending the time with folks to stop them. So, if we are going to spend the time, we should make the best use of it. There are a number of frameworks and suggestions for how to improve 1:1s. One that I personally like is Tyler Folkman’s 4Ps framework, in which he suggests focusing on Preparedness, Personal, Performance, and Peers,to create a supportive environment that fosters growth, collaboration, and satisfaction. Another is from Jessica Wisdom’s article Five Ways to Make Your One-on-One Meetings More Effective that suggests – meet more often, align on what you both want to get out of these meetings, encourage two-way agenda setting, focus on outcomes instead of process, and follow up.

While 1:1 meetings have mostly become a staple in modern management practices, it is essential to recognize both their potential benefits and drawbacks. Regular check-ins can significantly enhance team performance, drive personal and professional development, and build trust between managers and employees. These meetings provide a platform for immediate feedback, help resolve issues promptly, and maintain alignment with business goals. They also foster a culture of continuous growth and adaptability, which is crucial for long-term success.

However, the effectiveness of 1:1 meetings depends heavily on their execution. Poorly structured or excessively frequent 1:1s can lead to time consumption, inefficiency, and communication issues. Managers must ensure these meetings are well-prepared, with clear agendas and follow-up actions, to avoid wasting time and causing frustration. Moreover, it is crucial to maintain consistent communication and avoid fostering a culture of gossip or office politics.

Despite these potential downsides, in my opinion, the benefits of 1:1 meetings generally outweigh the negatives when managed effectively. By adopting frameworks and best practices, managers can maximize the value of these interactions. Ultimately, 1:1 meetings, when done right, are invaluable tools for enhancing team cohesion, productivity, and employee satisfaction. Therefore, rather than eliminating them, I suggest refining and optimizing these meetings to ensure they provide a great return on your investment of time.