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Management

One-On-One Meetings

174 people are learning this skill right now!
One-on-ones, also called 1–1s or 1 on 1s, are Meetings between a manager and a direct report.
One-On-One Meetings is part of our Product Management Career Leveling Framework. Explore next steps in your career from this industry-standard model.
  1. Intro to 1:1 Meetings

    One-on-one Meetings are a crucial part of building strong relationships between managers and employees. They provide an opportunity for feedback, Coaching, and Goal Setting.
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  2. Common One-On-One Meetings Challenges

    These are common challenges people face when gaining expertise in one-on-one meetings. Tackling these challenges head-on can help you learn this skill quicker.

    I’m a team lead at a mid-sized tech company. During my 1-1s, I noticed that some team members are hesitant to share their concerns or challenges openly. They seem to be holding back and not fully engaging in the conversation. What actions should I take to create a safe and supportive environment during 1-1s that encourages open communication and trust?
    I'm a junior designer at a small tech company. I'm never really sure how to spend the time during my one-on-one meetings. My manager always asks me about my tasks, but then we run out of things to talk about. I want to make these meetings more valuable. What kind of framework should I try in our 1-1s?
    Add your own to track your progress and inspire others
  3. Types of 1:1 Meetings

    There are different types of one-on-one Meetings, including Performance Reviews, Career Development Meetings, and check-ins. Each type serves a specific purpose and should be approached differently.
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  4. What to Cover in 1:1 Meetings

    One-on-one Meetings should cover a range of topics, including progress on goals, feedback on performance, and personal development. It's important to create an agenda and set expectations to make the most of the time.
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  5. Challenging 1:1s

    Challenging one-on-one Meetings, such as those involving difficult conversations or underperforming employees, require a different approach. Managers should prepare, be empathetic, and focus on solutions rather than blame.
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