What to Talk About During 1 On 1

If you’ve ever found yourself staring at the clock during a one-on-one meeting, trying to figure out what to say, you’re not alone.

It’s one of those scenarios where the right conversation can elevate a work relationship, while the wrong one can feel like a missed opportunity.

Whether you’re the manager or the employee, these meetings have the potential to build trust, clarify roles, and uncover hidden opportunities. So, what exactly should you talk about during your one-on-one?

In this post, I’m going to break down the essential conversation topics for one-on-ones that not only keep things engaging but also bring real, lasting value to your work life.

And I’ll go beyond the surface sharing personal experiences, tips, and even mistakes I’ve learned from, so you can make the most out of every meeting.

Key Conversation Topics for Effective 1-on-1s

Progress Updates: Don’t Just Talk about What You’ve Done: Focus on What’s Left

Let’s start with the obvious: Progress updates. But there’s more to this than simply running through your to-do list.

The key here is to not only share what you’ve accomplished but also highlight any roadblocks you’re facing.

This approach helps keep things collaborative and allows your manager or team member to provide support where it’s needed.

Example: Let’s say you’re working on a major redesign of a company’s website. Instead of just saying, “The homepage is done,” share, “The homepage is completed, and I’ve hit a snag with the mobile responsiveness of the blog page. I’ve tried a couple of solutions, but I think we might need a deeper look into the grid system.”

The goal isn’t just to update; it’s to flag areas where you need feedback, guidance, or additional resources.

Challenges and Roadblocks: It’s Not Just About the Work, it’s About the Roadblocks

One-on-ones are the perfect opportunity to discuss any struggles you’re facing whether personal, professional, or process-related. There’s no shame in admitting when something’s not going as smoothly as you’d hoped. Being open about challenges helps both parties address them and work towards solutions.

• Example: “I’m finding it challenging to balance the creative and technical aspects of my current project. The design elements are taking longer than expected, and it’s affecting the timeline. I could use advice on how to better manage my time between the design phase and coding.”

This level of transparency not only helps you gain insights but also signals to your manager that you’re focused on finding solutions, not just pointing out problems.

Personal Development & Career Growth: Your Future Should Be Part of the Conversation

One-on-ones are more than just about the current project. It’s your chance to talk about where you’re heading, your career goals, and how your role might evolve.

It’s a space to explore your personal development and clarify how you can get there. Managers want to know where their team members want to grow, and employees want to feel like their career is being nurtured.

Example: “I’ve been thinking a lot about my future here and I’d love to take on more leadership responsibilities. I’ve had a lot of experience managing projects but not so much in leading a team. Do you have any advice on how I can start building those skills?”

Your manager is likely to appreciate the initiative you’re showing and will likely provide advice, mentorship, or opportunities to help you grow.

Feedback: Giving and Receiving It: A Two-Way Street

I can’t stress this enough: feedback should always be part of your one-on-ones. A productive conversation requires both giving and receiving feedback, and it should never feel like a one-sided event.

If you’re the manager, ask for feedback on your leadership style, communication, and decision-making. If you’re the employee, take the opportunity to get feedback on your performance and how you can improve.

Example: If you’re the employee: “I’d appreciate feedback on my recent project. I felt like I might have been too focused on the design and not enough on the user experience. Could you let me know where I can improve?”

On the flip side, as a manager, you could ask: “I’ve noticed that you’ve been under a lot of pressure recently. How are you feeling about my support during this time? Is there anything I can do better?”

The best feedback is specific, actionable, and given in a way that promotes growth.

Team Dynamics & Collaboration: Are You Aligned with Your Team?

This section is especially important if you’re a team lead or manager. It’s vital to ensure that the team is working well together, that goals are clear, and that there’s a healthy flow of communication.

A one-on-one is a great place to discuss the team’s dynamics, any friction, and how collaboration can be improved.

Example: “I’ve noticed that the team has been struggling with communication on the new project. Some people feel left out of the loop. Do you have any suggestions on how we can better align our meetings and updates to improve overall team collaboration?”

It’s easy to focus solely on individual performance, but ensuring smooth team dynamics is just as important.

Key Pitfalls to Avoid in Your 1-on-1s

While it’s important to know what to talk about, it’s equally crucial to know what to avoid. Here are some common mistakes that can derail a productive one-on-one:

Only Focusing on the Positive (or the Negative)

A one-on-one should be a balanced conversation. It’s easy to fall into the trap of either only talking about problems or just listing off accomplishments. The goal is to have a balanced, honest conversation. Acknowledge successes, but also be open about challenges.

Not Setting an Agenda

Showing up unprepared or without a clear agenda wastes both parties’ time. A productive one-on-one requires thought and intention. Having a few key topics you want to cover will ensure that the conversation stays on track and is valuable for both sides.

Avoiding Difficult Topics

If you’re facing a conflict with a colleague or struggling with an aspect of your role, don’t shy away from it. One-on-ones are the perfect place to bring these issues up in a constructive way, rather than letting them build up and become bigger problems.

Overloading the Meeting with Personal Talk

While it’s great to build rapport and talk about personal matters, avoid letting your one-on-one turn into a casual chat that sidetracks from important work-related topics. Keep the conversation balanced between personal connection and professional discussion.

Table to Help You Structure Your One-on-Ones

Conclusion: Make Your One-on-Ones Count

The value of a one-on-one goes far beyond ticking a box on your calendar. These meetings provide the opportunity to connect on a deeper level, discuss challenges, give and receive feedback, and most importantly, plan for growth both for you and your team.

The key takeaway? Be intentional with the conversation. Prepare ahead of time, and don’t be afraid to dive into the tough subjects.

The goal should always be clear: to leave the meeting feeling more aligned, more connected, and ready to tackle what’s next.

So, next time you’re heading into a one-on-one, make sure you’ve thought through what matters most. Be honest, stay engaged, and watch your conversations—and your relationships—become more impactful.

Frequently Asked Questions

How often should one-on-ones be scheduled?

The frequency of one-on-ones depends on the relationship and needs of both parties. In a typical work setting, once a week or bi-weekly is ideal, but if you’re tackling a major project, more frequent check-ins might be necessary.

What if I feel like my one-on-ones aren’t productive?

If your one-on-ones feel unproductive, try suggesting a structured agenda. It might help if you take the initiative and bring up key topics. Communication is key, so don’t hesitate to express your thoughts on how to make these meetings more useful.

Should I bring up personal issues in a one-on-one?

It’s perfectly fine to bring up personal issues, but always keep them relevant to your work. For example, if something personal is affecting your performance, it’s okay to mention it so your manager can support you accordingly. But try to maintain a balance between personal and professional topics.