One-on-one meeting template

ONE-ON-ONE — [date]

MY LIST (three to five items, most important first)
1. A decision I need:
2. A blocker (what it costs, and what I need):
3. A result you should know about:
4. A risk, with my proposed fix (only when it is real):
5. Once a month: my objective

FIRST MINUTE
"I have [number] things for today. Can I start with those?"

NOTES
We agreed:
You will:
I will:
Not reached:

SAME-DAY EMAIL
Subject: Our one-on-one, [date]
1. We agreed that ...
2. You will ...
3. We did not get to: ...  My view on each: ...

Copy it into a document, or use the free workbook, which keeps every meeting in one place.

Bring the list to every one-on-one. Without it, a manager can talk until the end of the meeting. With it, they know there are items to get through, and whatever is left goes into an email afterwards.

Most one-on-one templates are written for the manager. This one is for you, because the meeting is the one regular moment when you can get a decision, remove a blocker and be seen.

• A decision you need. Phrase it so that it can be answered with yes, no or a date. "Can I drop the weekly report to make room for the supplier review?"
• A blocker. Say what it costs and what you need. Do not say who is at fault. "The data arrives two days late each month, so the forecast is late. I need access to the raw file."
• A result. One line, with its proof. "Sales accepted the pricing model on Tuesday. Their email is in your inbox."
• A risk. Only when you see a real one in your own area, and always with a fix.
• Your objective, once a month. "On the senior analyst goal: what should I focus on next?"

Leave out anything your manager could read in a message. Send that beforehand.

If your manager's topics take over, say: "I have two items left. Can we take them now, or shall I send them by email?"

The email covers what you did not reach. It also leaves a dated record of what was agreed and what was promised.

Use one meeting a month to close the month before. Bring four points:

1. Three results from the month.
2. One thing that is off track, and what you are doing about it.
3. What is still open, in both directions.
4. Your objective, and one question about it.

• "What are you being measured on this year?"
• "Which of my projects matters most to you right now?"
• "What would you need to see from me for [objective]?"
• "Who decides that, and when?"
• "What is coming that I should prepare for?"
• "What is one thing you would like me to do differently?"
• "Is there anything you are hearing about my work that I should know?"
• "What can I take off your plate?"

Pick one for each meeting.

Ask each person to bring this list. You will hear about decisions, blockers and risks while there is still time to act. Keep your own topics until their list is done. When the email arrives, read it and correct anything that is wrong.

• Your manager cancels. Send the list as an email and ask for fifteen minutes.
• Your manager talks through the meeting. Open with the list next time. Send what you did not reach by email.
• Your manager says "just send me an update". Send the list. Ask for a short meeting for the items that need a decision.
• You have nothing to bring. Bring one question from the list above.

How often should a one-on-one happen? As often as your manager offers. If you have none, ask for thirty minutes every two weeks.

Who should run the one-on-one? You should, for the first twenty minutes. It is the time set aside for your work.

What if my company already has a one-on-one form? Use it. Keep your own list and send your own email as well.

The one-on-one is the weekly step in a year-long routine. The full method is free: Start your annual review on day one. The free workbook holds the list, the record and the dates.

If you would rather have each list prepared for you, a coach that runs it is planned.