It is essential to have an agenda for meeting with the manager. Too frequently, managers and team members avoid one-on-one meetings because they are unsure how to run them or handle challenging topics. Having an agenda for the meeting helps keep things on track. The eLeaP continuous performance management system provides organizations with powerful options to attract and retain high caliber team members.


Additionally, it’s simple to end meetings that you don’t think are productive or which make us uncomfortable. We reschedule, then cancel again, and before we know it, the meeting is no longer on the schedule.

This means both managers and team members are missing out on valuable benefits. When done correctly, one-on-ones can greatly increase team output, spirit, and engagement.

In order for you to get the most out of your meetings, there are a few tips you can follow.

Spend Time Focused on Your Agenda for Meeting With Manager

Even if it seems paradoxical, spending time with someone one-on-one can free up time. To effortlessly plan meetings online with the least amount of back and forth, do everything you can to schedule and keep your meeting times.

By ensuring the team focuses on the proper job, these sessions aid managers in preventing overwhelmed staff and rushed deadlines. Additionally, spending a little while coaching staff members allows you to concentrate on your own work without worrying about having to put out fires later.

When done correctly, one-on-ones provide dedicated time for coaching and mentoring. Using this chance to assist your staff members in finding their unique path to success can reassure them that you have their backs, fostering a strong sense of belonging.

While there isn’t a set frequency for one-on-one meetings, setting up a cadence and sticking to it matters most. Planning this out in advance can be part of your agenda for meeting with manager strategy.

Prep Work for Your Agenda for Meeting With Manager

It is necessary to plan what you can while still maintaining flexibility for the unknown. Essentially, control the things you can control and be open to flow with the rest.

1) Establish the setting: One-on-one meetings allow employees to flourish in a setting with a boss who genuinely cares about them. That implies that you must appear regardless of how things are going.

When things are going well, take advantage of the opportunity to acknowledge the person’s achievements and assist them in developing their career path. When things are not going well, a painful talk may need to happen.

2) Describe the characteristics of excellence: Depersonalize things before you become particular about individual performance. What does excellence mean for the individual playing this part? What kind of job qualifies as success?

3) Create a schedule: To use one-on-ones effectively, you must be aware of what is happening inside your team. This agenda for meeting with manager is a team effort. Your employees and your concerns will determine the agenda items. At least one day before the meeting, ask the team member one of these questions:

  • What would you like to talk about in our upcoming one-on-one meeting?
  • What difficulties are you facing?

4) Make a strategy: Managers must assist staff members in closing the gap between where they are and where they could be. Consider your employee’s actions and anything that might get in the way of their achievement.

Setting the Tone: Getting to the Heart of the Matter

Start by checking in. Ask your employee how they’re feeling currently. Depending on your relationship, they might not open up right away.

They may also say what they believe you want to hear if they don’t feel protected or don’t trust in the process yet. Establish trust by being open about your emotions. You have to give a little to get where you want to be.

You can start with the basics if it feels more comfortable. Talk about the goals the team member is working toward. These are the goals you established at the prior one-on-one.

If this is your first one-on-one, the goals should contain duties that aid the employee’s role in the business. Goals are typically work-focused, but they may not be department-focused. This team member may have a goal to transition to another business area or move up to management.

Honest and open communication needs to occur to make sure the focus remains on the task at hand.

Showing a Vulnerable Side

While still maintaining professionalism, it’s important to be vulnerable as well. Remember, your business’s core is the team members, not the product or service you provide. Inquire about their personal lives and how they’re doing outside of work. Sometimes it helps to remove work from the discussion.

It’s okay to talk about difficulties. When an employee expresses worry, find out where they are having trouble. Pay attention to their responses and assist them in using them as a teaching opportunity. Rather than telling them what to do, commit to working through the issue as a team.

This can be challenging for some people as they feel they need to have answers. You might not have answers, and that’s okay. Listening, fully engaging, and committing to assisting them with what they need are important. Sometimes people just need someone to listen. The answer is actually the furthest thing from their mind.

Don’t forget to ask about the team and team morale. A “performance over everything” mindset is detrimental to team unity and won’t encourage productive collaboration. Ask inquiries to find out how your staff is upholding the fundamental principles of the business.

At the same time, you are balancing the line of still needing to maintain your workforce and meet your goals. Establish precise standards for what excellence looks like and maintain constant follow-up.

Don’t hold off on giving them helpful criticism until their subsequent performance assessment. Giving feedback soon after an event has a major influence on performance.

Agenda for Meeting With Manager Reminders

Don’t forget to celebrate when things go well. Have numerous examples of things your employee did well, occasions when they have shown progress, and/or instances when they really used their strengths before you met one-on-one.

Organizations with high-performance levels assist and enhance one another far more than those with low-performance levels.

You may have already, and in most instances, should have already praised them for their accomplishments, but it is good to touch base again. Advice should be given consistently throughout their lifetime as an employee.

To stay on top of things, it’s important to create task lists. Your employees will be better able to stay focused on priorities and progress faster if you establish clear expectations and deadlines. It’s good practice to ask them their thoughts on the task list as well as what things they want to work toward.

Take notes while coaching. When an employee meets a problem you’ve previously assisted them with, or when it’s time to think back on previous conversations for performance reviews, providing coaching notes for employees to examine will be helpful.


It is beneficial to an employee’s development to give them opportunities for individual problem-solving when appropriate. Note your private thoughts for future reference while you study the trajectory of an employee’s performance and improvement over time.

It would be to your advantage to jot down these notes as quickly as possible after the conclusion of your meeting. These can assist you in remembering the most important conversations you have had and anything for which you require additional information.

Make sure you follow up on everything. Effective interactions can only occur when they are ongoing and consistent between two people. Keeping up this level of dedication will assist you in creating effective feedback loops and cultivating closer ties with your team members.

Benefits of One-on-One Meetings

Consider these known benefits in case you’re still on the fence about one-on-one meetings or the necessity to plan the agenda for meeting with the manager.

They improve leader-team interactions:Your people need validation like everyone else. Face-to-face communication shows them you are listening.

Productivity increases:Weekly one-on-ones increase productivity and reduce waste. This one-on-one communicates current concerns and progress. It’s important to notice that ad hoc talks with staff, emailing, and searching down information will be much reduced.

They promote teamwork:Regular one-on-one meetings with employees build trust. Loyalty involves meaningful encounters.

Everyone benefits:You can discuss needs, goals, and expectations and offer your team your full focus. Your staff can report their progress and obtain instruction for upcoming goals.

They provide personal input:One-on-one meetings are good for letting your directs know how they’re performing and what you anticipate from them moving forward. It doesn’t have to be complicated.

You can check in on goals and align on progress and next steps: In this meeting, you can examine team members’ progress toward their goals. Here you can give input on progress and discuss the next steps to reach the goal.

One-on-ones eliminate management guesswork: You can make informed, forward-thinking decisions to achieve extraordinary results when you know your employees well.


As part of a comprehensive growth and development strategy, many businesses are moving away from antiquated once-per-year performance reviews and toward innovative continuous feedback models. These models include real-time feedback, check-ins, one-on-one meetings, performance reviews, and engagement surveys.

You can keep everything organized when you focus on your agenda for meeting with manager plan. If you’re concerned about a certain employee or topic you need to discuss, talk with a peer to assess how they would approach the situation.