The primary agenda of a one-on-one meeting is to check in with your team members and build stronger working bonds with them. You can ask them about their experience since the previous meeting and objectives for the next time to understand their progress. Inherently, you can use them to give and seek feedback, identify needs for training or resources, and share concerns.
One-on-one meetings allow discussions that spill over the boundaries of professional life. Managers can ask employees to bring forward topics they would like to discuss. Generally, you can ask questions about your employees’ current challenges, short-term and long-term goals, learnings, opinions on workplace activities, etc.
The idea of conducting one-on-one meetings with employees is to get directions for planning the future course of action. The most common mistake of managers is not acting on the feedback received in these sessions. Also, taking one-on-one meetings irregularly or frequently missing them is another common error that harms efficiency. Another mistake that managers make is they use these meetings as status update meetings, which goes against the core principles of one-on-one meetings.
It is best to begin a one-on-one meeting with adequate preparation. You must be clear on a few topics or questions you will discuss. Further, maintaining continuity with the conversation from previous sessions is a good practice. If there are any concerns regarding their performance or well-being, decide how you will address them. In totality, keep an open mind and listen actively for maximum gain.