Make Time for One-to-Ones

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Many well-meaning leaders sidestep regular one-on-one meetings with their team. The reasons are familiar: “I’m buried in deadlines,” “Those conversations are awkward,” or “I’m not sure what we’d even talk about.” So the meetings slide—pushed back, canceled, or skipped entirely. But here’s the truth: the thing you’re avoiding might be the very thing that makes you a more effective leader. 

I get it. Your calendar is full, your inbox is a mess, and there’s always another issue to chase down. Sitting down for a one-to-one conversation can feel optional—or like something you’ll get to “when things calm down.” And for a lot of people in the field, it’s uncomfortable. These conversations can veer into personal territory. You might hear things you weren’t expecting—or things you don’t quite know how to respond to. So the default mindset becomes: “If nobody’s complaining, we must be good.” But that’s a trap. 

One-to-ones aren’t just feel-good check-ins. They’re one of the most effective tools you have to build alignment, solve problems early, and strengthen your team. Skip them, and you’re flying blind. Make them a habit, and you’ll be surprised how much smoother things run. 

Let me give you a real-world example. A project manager I worked with made a point to hold quick weekly check-ins with his foremen. During one of these chats, a minor miscommunication arose regarding the scope of a change order. They caught it early—before it became a $10,000 mistake. That’s the kind of thing these meetings make possible. 

So, how do you make one-to-ones work, without turning them into another box to check? 

Start by shifting your mindset. These aren’t interruptions. They’re investments. Regular, short conversations create space for feedback, coaching, and course corrections. Weekly or bi-weekly for newer or struggling employees. Monthly for your veterans. But the cadence matters. And whenever possible, do it in person. If that’s not realistic, turn on your camera and make it a video call. These conversations lose impact when they feel rushed or distracted. 

Keep the format simple. Open with something personal. You’re not prying—you’re just showing you care. “How’s your week going?” or “Anything you’ve been thinking about outside of work?” builds connection. Then pivot to priorities: “What’s going well?” “What’s stuck?” “Anything I can help clear out of the way?” You’re looking for early signs of friction—before they become problems. 

But don’t stop at tasks. The most valuable part of these meetings is development. Ask about their growth. Their goals. What do they want to get better at? A good question might be, “What’s something you’d like to take on this year that stretches you a bit?” Those conversations build trust and loyalty in ways that performance reviews never will. 

And always make room for two-way feedback. Share what you see—what’s working and what could improve. And ask what you could do better as their leader. You don’t have to solve everything right there. Just listen, take notes, and follow up. 

One last point: coach more, direct less. Guide people to their own answers. Ask questions like, “What do you think the next step is?” or “How would you handle that differently next time?” This builds problem-solvers, not order-takers. 

Yes, it takes time. Yes, it takes consistency. But once these meetings become part of your rhythm, you’ll wonder how you lived without them. Track what gets discussed. Keep a few notes. And if you have to cancel, reschedule it immediately. It sends the message that the time matters—because it does. 

Teams that have strong one-to-ones run better. There’s less drama, fewer surprises, and more trust. People stay longer, care more, and perform better. That’s not fluff. That’s what strong leadership looks like. 

So, if you want to be the kind of leader people respect—and remember—don’t dodge the one-to-ones. Use them. Make them count. It’s not about checking in. It’s about showing up. 

Spark Notes:

• Skipping one-to-ones might feel harmless, but it leaves you blind to problems and costs you trust.

• Regular check-ins don’t need to be long or formal; they need to happen, and happen consistently.

• Use that time to connect personally, clear roadblocks, and talk about growth, not just tasks.

• If you want people to stick around and step up, don’t just check in—show up. That’s what strong leadership looks like.