A one-on-one meeting is a regular, private conversation between a manager and one person. With a team lead, its purpose is to check on well-being, hear concerns, and support development—not to run through project status. Hold it weekly or every other week for about 15–30 minutes, and protect the time rather than routinely postponing it. section 6.5
Let the person raise difficulties, including concerns about your management style. Listen, sympathize, and offer guidance where useful; you do not need to have every answer. A short conversation can also help a new lead reflect on a mistake and make a small correction before it grows. section 6.5
Table 6.3 Meeting format (view table figure)
Use the meeting-format table to keep the conversation focused. Personal goals, areas for improvement, and reflection on a recent event belong here; project updates, new task assignments, disciplinary talks, and gossip do not. section 6.5
A conversation that opens a door
If a team lead is nervous about addressing the group, a one-on-one gives them room to say so and ask for help. You might also ask how they felt a recent conversation went before offering your own observation. section 6.5
The format changes with the relationship. A regular one-on-one with the CEO can focus on long-term strategy, expectations, and alignment beyond day-to-day management meetings. When taking over a group, meet individually with as many people as possible and ask what they would change. Listen before promising solutions: their answers help you understand the organization. section 2.1.3 section 14.7
