Management & Feedback
One-on-One Meeting
A one-on-one meeting is a recurring private conversation between a manager and a direct report. It is the employee's time more than the manager's: it covers how they are doing, what blocks them, what they need and where they want to grow. These questions give a structure you can rotate from one meeting to the next, so the conversation stays fresh instead of turning into a status update.
17 questions
When to use this template
- Every week or every two weeks, at a fixed slot that is rarely moved.
- With every direct report, including experienced and remote employees, whose difficulties are less visible.
- As the basic building block of regular feedback, between the annual and mid-year reviews.
Questions to ask
Opening and wellbeing
- 01How are you, really, this week?
- 02What is taking most of your energy at the moment?
- 03How is your workload feeling right now?
- 04What has gone well since we last met?
Work and obstacles
- 05What is the most important thing you are working on this week?
- 06Where are you stuck, or is something moving more slowly than it should?
- 07What decision are you waiting for from me or someone else?
- 08Is there something that is not being said in the team?
Feedback
- 09What feedback do you have for me on how I can support you better?
- 10Is there something I did recently that helped or did not help?
- 11Is there someone in the team you would like to recognise?
Growth and development
- 12What have you learned recently that you could use further?
- 13Which part of your work would you like to do more of?
- 14What skill would you like to work on in the next months?
Closing and actions
- 15What would make our next meeting more useful for you?
- 16What are we each going to do before we meet again?
- 17Is there anything else you would like to talk about?
Tips for a useful conversation
- Let the employee set the agenda and keep a shared document of topics and actions.
- Hold the slot even when things are quiet: the value comes from consistency.
- Keep status updates short and reserve most of the time for obstacles, feedback and growth.
- Write down actions and review them at the start of the next meeting.
- Do not move or cancel the meeting at the last minute, because it tells the person they are a low priority.
Mistakes to avoid
- Turning the meeting into a progress report to the manager.
- Doing most of the talking.
- Using the time to deal with urgent operational topics at the expense of the person.
- Forgetting commitments made, which erodes trust faster than not having the meeting.
Let Passisto People hold these conversations
The AI agent holds structured voice conversations with your employees and gives managers a clear report. People decide what happens next.