# 1-on-1 Template

Use this template for weekly or bi-weekly 1-on-1s. Keep it employee-centered, practical, and light.

## Meeting Principles

- This is not a status meeting.
- This is not a task review.
- This is not a place for surprises in performance reviews.
- This is a space for trust, clarity, coaching, and unblockers.

## Recommended Cadence

- Weekly: for new hires, fast-changing teams, or people needing close support.
- Bi-weekly: for stable teams and experienced contributors.
- Monthly: only for very senior, highly autonomous reports; even then, weekly async check-ins help.

## Suggested Duration

- 30 minutes for most regular 1-on-1s.
- 45 minutes when coaching, career growth, or sensitive topics need more space.

## Shared Agenda

Ask both manager and team member to add topics before the meeting.

### 1. Quick check-in

- How are you doing this week?
- Energy level: low, okay, or high?
- Anything affecting focus or motivation?

### 2. Wins since last time

- What went well?
- What are you proud of?
- Where did you make progress?

### 3. Blockers and friction

- What is slowing you down?
- Any unclear priorities, dependencies, or decisions?
- What support do you need from me?

### 4. Feedback loop

Use this section both ways.

- What feedback do you have for me?
- What is one thing I should keep doing?
- What is one thing I should change?
- Here is one piece of feedback for you.

### 5. Growth and development

- What skill do you want to strengthen?
- What kind of work do you want more of?
- Any coaching, mentoring, or stretch opportunity to explore?

### 6. Actions before next 1-on-1

- Team member action:
- Manager action:
- Follow-up date:

## Manager Notes

- Listen more than you speak.
- Stay curious before giving advice.
- Write down commitments.
- Follow up on previous actions first.
- Keep private notes factual, brief, and respectful.

## What Not to Do

- Do not turn it into a stand-up.
- Do not spend the whole time on project updates.
- Do not cancel often; it signals the person is lower priority than the work.
- Do not save difficult feedback for formal reviews.
- Do not dominate the conversation.

## Feedback Mini-Template: SBI

Use this when giving feedback clearly and calmly.

### Situation

Describe when and where it happened.

> In Tuesday's planning meeting...

### Behavior

Describe what you observed, without judgment.

> You interrupted the discussion twice before Marta finished her point...

### Impact

Explain the effect on the team, work, or outcome.

> That made it harder for the team to evaluate the proposal fully.

### Next question

Open the conversation.

> What was your view of that moment?

## Feedback Mini-Template: Radical Candor

Aim for two things at the same time:

- Care personally.
- Challenge directly.

Simple formula:

> I want to share this because I care about your growth. In yesterday's client demo, the key message got lost in the last five minutes. Next time, I suggest ending with the business impact and a single clear recommendation.

## Fill-in Version

**Date:**  
**Cadence:** Weekly / Bi-weekly / Monthly  
**Duration:** 30 / 45 min  
**Team member:**  
**Manager:**  

### Check-in

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-
-

### Wins

-
-
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### Blockers

-
-
-

### Feedback for team member

-

### Feedback for manager

-

### Growth topics

-
-

### Agreed actions

- Team member:
- Manager:
- Review next time: