Have you ever considered rescheduling your next 1-on-1? After all, you just spoke during standup, right? Maybe there’s a looming deadline demanding all your attention. Well, these scenarios are actually the best reasons to meet. If you or the other person aren’t seeing the value in your 1-on-1s, it might be time to revisit your meeting structure and goals.
“The strength of the team is each individual member. The strength of each member is the team.” – Phil Jackson
1-on-1s are an entry point to strengthening and maintaining a healthy and transparent engineering culture. While these conversations start at the individual level, their impact ripples outward, shaping team culture and group dynamics. They provide a dedicated space to connect, support, and grow—helping teams move beyond daily tasks to focus on long-term development and cohesion. Research from organizational psychology and meeting science underscores that well-structured 1-on-1s contribute to higher engagement, better retention, and an overall higher job satisfaction (Flinchum, Kreamer, Rogelberg, & Gooty, 2023). When done right, these meetings create an open and trusting environment, foster career growth, and surface challenges before they escalate.
Why 1-on-1s Matter
1-on-1s are more than just status updates. According to a Spinach.ai survey, employees who engage in structured 1-on-1s report higher job satisfaction and productivity (Spinach.ai, 2023). These meetings are an opportunity to:
- Build Trust: Regular, meaningful conversations create a safe space for honest discussions.
- Understand Challenges: Team members can share blockers and concerns before they become major issues.
- Provide Coaching & Feedback: A structured environment allows for real-time guidance and professional development.
- Align on Goals: Engineers can align their work with team and company objectives while also discussing personal growth aspirations.
Structuring Effective 1-on-1s
A successful 1-on-1 follows a well-balanced structure that prioritizes the needs of the individual, as outlined in organizational psychology studies, which emphasize the importance of structured communication, psychological safety, and goal alignment for effective leadership development (Flinchum et al., 2023).
- Set the Agenda Collaboratively
- Encourage engineers to bring their own topics.
- Include discussions on work, career development, and personal well-being.
- Start with Open-Ended Questions
- “How are you feeling about your work this week?”
- “What’s been the most rewarding part of your work recently?”
- “Are there any obstacles slowing you down?”
- Balance Short-Term and Long-Term Topics
- Discuss immediate challenges and progress.
- Explore career growth, learning opportunities, and team dynamics.
- Give Constructive Feedback and Recognition
- Acknowledge achievements and provide appreciation.
- Offer coaching on areas that need improvement.
- Follow Up & Take Action
- Summarize key takeaways.
- Ensure follow-through on commitments and provide support where needed.
How Often Should 1-on-1s Happen?
The frequency of 1-on-1s depends on team size, workload, and leadership style. However, general best practices suggest:
- Weekly (30 minutes): Ideal for fast-moving teams or those undergoing major changes.
- Biweekly (45-60 minutes): Works well for steady teams while allowing enough time for meaningful conversations.
- Monthly (60+ minutes):Typically, anything beyond biweekly should be an exception rather than the rule. This frequency may be suitable highly autonomous roles, consultants, or specialized roles where regular updates are less necessary but strategic discussions remain valuable.
Regardless of frequency, consistency is key. Skipping or rescheduling too often sends the message that these meetings aren’t a priority, which can erode trust over time.
Common Pitfalls to Avoid
Research indicates that ineffective 1-on-1s often stem from poor communication, lack of structure, and inconsistent follow-through. A 2023 study on meeting effectiveness found that employees who experience unstructured or infrequent 1-on-1s report lower engagement and higher frustration levels (Flinchum et al., 2023).
- Turning it into a status update – Keep it focused on personal development and deeper conversations.
- Not listening actively – Engineering leaders should encourage open dialogue and avoid dominating the conversation.
- Skipping or rescheduling too often – Inconsistent meetings signal a lack of priority and can erode trust.
- Failing to follow up – If action items aren’t addressed, employees may feel their concerns aren’t valued.
Leveraging structured, research-backed approaches can significantly improve the effectiveness of these meetings and drive better outcomes for both leaders and team members.
Conclusion
Research on meeting effectiveness has shown that structured and well-executed 1-on-1s significantly improve team performance, engagement, and employee retention. In fact, a 2023 study published in Organizational Psychology Review found that employees who regularly engage in structured 1-on-1s are 35% more likely to report job satisfaction and 28% less likely to consider leaving their roles (Flinchum et al., 2023).
1-on-1s are a powerful leadership tool when used intentionally. By creating a safe space for discussion, offering guidance, and fostering career growth, engineering leaders can develop stronger teams and drive long-term success. A well-run 1-on-1 is like a great debugging session—pinpointing issues, optimizing performance, and ensuring the system (or team) runs smoothly. Investing in effective 1-on-1s ultimately leads to better collaboration, higher engagement, and a more motivated workforce.
References
- Flinchum, J. R., Kreamer, L. M., Rogelberg, S. G., & Gooty, J. (2023). One-on-one meetings between managers and direct reports: A new opportunity for meeting science. Organizational Psychology Review, 13(4), 478-505. https://doi.org/10.1177/20413866221097570
- Spinach.ai. (2023). Workplace Meeting Trends and Their Effects on Productivity. Retrieved from https://www.spinach.ai/blog/meetings/one-on-ones
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