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Free One-on-One Meeting Agenda Templates

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The perfect one-on-one meeting agenda for any leader...

If you want to build better relationships between managers and team members, having regular one-on-one meetings helps.

These sync-ups aren’t just to manage the day-to-day work. If you’re spending your one-on-ones only going through tasks, you’re missing an opportunity to use the meeting to help employees thrive.

A one-on-one meeting is a good time to address workplace issues, check-in on performance outside of an annual review, and know what is keeping employees engaged.

There are a variety of ways to set up these meetings. Some leaders prefer to have meetings one on one with each employee every single week. Others prefer a meeting once a quarter or in blocks of time.

Regardless, the result is important: better communication and open lines of dialogue between employees and managers, which leads to a happier, more productive workplace.

To help you create a thoughtful and productive agenda, we’ve created example meeting agendas that you can use. The bulk of many of these meeting templates are made of up questions, usually asked by the manager, that help a direct report discuss factors related to career development, performance, professional goals (short term and long term), and other types of conversations that are often skipped.

Good questions for one-on-one meetings cover how an employee is feeling at work, what their career goals are, and seek feedback about their challenges.

In the one-on-one meeting agenda templates here on this page, you'll find a variety of questions. But in our mega-list of 300+ one-on-one meeting questions, you'll find others, such as:

  • What work are you doing that wasn't planned? How does this affect your personal workload?
  • What part of your working routine keeps you productive?
  • What could we change in the future to improve these types of projects or tasks?
  • What do you think of this new office space?
  • What are your recommendations for future meetings?
  • What kind of performance feedback do you have for me?
  • What are some areas where we can be more effective together as a team in the near future?

Some questions in your one-on-ones are there simply to start a conversation. Others are to identify how you can better support each other (managers and direct reports alike).

What Should You Ask in One-On-Ones?

Do you ever feel isolated at work?
How do you like to receive recognition?
What type of feedback are you missing?
...and 300+ other questions
Browse 1:1 Questions

How to answer questions as a direct report

If you're the direct report in this meeting, here are some ideas for how to answer these kinds of one-on-one meeting questions, such as:

  • I’m working on this and have a plan in place, although the work is not done.
  • Great question! We’re going to look at this in the team meeting as well. Do you want to hear about it now, or wait until then?
  • I have some ideas… but I want to get more feedback from you first.
  • I’m feeling in my element right now. The new office space is pretty cool too.
  • I’m happy! Thank you so much for asking.
  • It’s been a tough time for me. But, I’m going to make it better.
  • That’s a great question and I something I wasn't aware of. Let’s talk about what I can do differently.
  • This is a bigger discussion. Perhaps we can talk more about it separately.

Feedback goes both ways

For managers, a one-on-one meeting is also a chance to find out how you are doing, and seek upward feedback to help you be a better leader and mentor. Here are some questions you can ask to that purpose:

  • How am I doing as a manager?
  • What do you think of our team?
  • How is the team doing?
  • What's keeping you motivated and engaged at work?
  • What’s working well, and what could be improved on our team?
  • How can I do a better job supporting your growth as an employee?

Ultimately, the success of your one-on-one meeting comes down to more than simply what questions you ask. It has to do with how well you are communicating with each other and whether you have a strong enough relationship to have tough conversations about workplace issues and performance feedback.

Tips for better one-on-ones

Here are some more tips for how to have a productive and meaningful one-on-one:

  • Make sure the subject of your meeting is important to both employee and manager.
  • Choose the right cadence and timing for the meeting. Try not to make it too frequently or too infrequently. Bi-weekly or weekly works for many teams.
  • Don't forget to follow up on important issues.
  • Be prepared for tough conversations.
  • One-on-ones are not performance reviews. They should be much less formal than that.
  • Be honest, clear, and transparent.
  • Listen and ask questions.
  • Take notes on your feedback and action items
  • Reflect and share feedback in a positive manner.

Free templates for one-on-one meetings

Despite the same theme, not all one-on-one’s follow exactly the same agenda template.

The one-on-one meeting agenda can vary based on the roles and relationships of both the manager and the employee, as well as whether the team member is remote. Company culture can be a big factor. It also changes depending on how often the one-on-one meeting is occurring, whether that be weekly, monthly, and so forth.

On this page are sample one-on-one meeting agendas for you to use, copy, or even download as Word Docs or copy as Google Docs.

To download a one-on-one template as a Word doc (.docx) file, click the "Use this template" button. Input your email and the file will be emailed to you.

The same steps go for copying a one-on-one agenda template as a Google Doc. You'll be emailed a link to a view-only version of the agenda template. To save the template for yourself in Google Docs go to File > Save a Copy.

You can also click "Use this template" to pre-load your free Hugo account with any of the templates on this page. Don't worry, all of our templates are available after you create your Hugo account as well—this is the same library that we provide all of our users inside the Hugo meeting management app.

That's it as far as the one-on-one agenda templates go, although keep scrolling this page to preview all of the templates here.

However, you still need to have your one-on-one. For more tips on having great one-on-one’s, also check out the FAQ at the bottom of this page.

Preview the templates

Catch-Up Meeting

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Emotional state

Discuss how the time between this meeting and your last one has been. What has excited, frustrated, engaged, or bored you (and the other meeting participants)? 

Relationships

Explore the most recent state of each other’s team relationships. What is your team struggling with? Where are they finding success?

Goals

Review your short and long-term goals. How are you progressing towards them? What short-term goals or interim milestones on long-term goals have you reached?

Feedback & Support

Check in to see how/if you can support the other meeting participants. How can we work together more effectively? How can I support you better?

Open Discussion & Wrap Up

Open discussion. Then, list and assign action items and schedule the next meeting.

Clearbit's One-On-One

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Kick-off the meeting

Ask your team member about the highlight of their week (this doesn't need to be restricted to work; anything will do)

Read your team member's prepared update in silence 

Have your teammate create an update prior to the meeting. The update should: 

  1. Center around their OKRs for the month/quarter/year. Split into 'what went well', and 'what could improve' sections around each objective
  2. Track progress towards their KPI's
  3. Summary of any pertinent information about how their goals have gone. e.g. What new information did you gather about the customer? The product?

Go through your team member's issues (and proposed solutions)

Try to keep to a few minutes for each issue and not get bogged down in minutiae. For clear asks, give an immediate response or create a follow-up task. Otherwise, we recommend helping people come to their own conclusions, it'll foster a sense of healthy independence.

Cover any open-ended discussions (time for blue-sky thinking)

Prompt your report to create topics prior to the meeting.

Ask, "what are your three most important things to get done by this time next week/month"

Preferably whatever they come up with should be related to their OKR's. Jot down the three tasks in your project management system, set the owner, and the due date for the next one-on-one. 

Feedback

Be extremely candid and clear with your critical feedback, leave no room for interpretation. Make sure to give both positive and negative feedback. 

High-five

This seals any commitments and parts of the meeting with a good note. 

General One-on-One

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Check-In

How are both of you feeling at work? Anything new? Anything exciting planned? Take some time to catch up with each other.

Roadblocks & Concerns

Have any issues or challenges come up since the last one-on-one? How can we help?

Recognize Wins

What have we accomplished since our last meeting? What valuable lessons were learned?

Update on Objectives

What are the most important things we'll focus on going forward? Are there any new objectives? How do these fit into the short-term and long-term goals?

Action Items

What steps must be taken to make progress on our goals? List them here as well as who is responsible for what. Set clear expectations and timelines.

Revisit Later

What was mentioned that should be noted and deferred? Is there anything either party would like to discuss during the next one-on-one?

Feedback

Is there any other noteworthy feedback? How can we help each other be more successful?

Follow-Up

How will we keep in touch and stay up-to-date about progress? Should we schedule another one-on-one?

Monthly Coaching Call

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Update on Coaching Tasks

What’s still open and what’s completed?

  • Department Development
  • Manager Development
  • Agent Development

Your Current Goals and Projects

  • Department Goals
  • Department Projects
  • Company Goals

30 Day Trend Report

Call out the story in the data: What is the customer effort/agent effort?

  • KPI Review
  • Team > Efficiency
  • Reason for Contact > Deflection
  • Macros > Reason for Contact

Insights Action Items

What did we learn that we can act on today?

Upcoming Focus

How are we contributing to our quarterly goals?


One-on-One

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⭐ Checking in

What's new in your world?

🎉 Recent Wins

I'm feeling good about...

🚧 Current Obstacles

I'm stuck on...

📍Other Topics

Include any additional discussion items

🗓️ Next 2 Weeks

I'm committing to...

One-on-One Sync

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⚠️ Cover first

Jot any items deemed urgent, critical & or need to be addressed/discussed asap rocky (outstanding items, system bugs, etc.)

📣 Trello updates  

  • Update #1
  • Update #2
  • Update #3

💬 Notes: Insert any additional notes on the above updates

🏆 Lil' Wins

Share a small/big win or TIL moment that we've recently had (ex. Feedback, unknown functionality, etc — literally anything to rejuvenate us)

Person #1:

Person #2:

⛔️ Action Items:

Add a task on the right to log each action item, then push directly to the Trello board

One-on-One: Catching Up 1:1

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The Upcoming Week

Set expectations and align on near-term priorities for the week ahead.

Review Priorities

Where are we in relation to our goals/plan? Reiterate top priorities to reinforce focus.

Comment on Recent Work

Review recent successes or failures to guide future work.

Status Update and Course Correction

How is x, y, and/or z task going? Offer guidance on work in progress.

New Information

Review new, relevant information.

Follow-Up

One-on-One: Coaching Mentoring 1:1

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Objective(s)

Outline the objectives of the session.

Review

Review actions and learning from or since the last session (if applicable).

Questions or Issues

What questions or issues keep coming up? Figure out what to do to avoid—or mitigate the impact of—persistent issues.

Future Planning

What do you need to do to continue growing and discovering? i.e. developing skills, changing your approach, etc.

Mentor/Mentee Feedback 

What can we do to make these sessions more valuable? Provide feedback both ways, mentee to mentor and mentor to mentee. 

Follow-Up

When is our next one-on-one check-in? Summarize any action items arising from the one-on-one.

One-on-One: Decision Review

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Key Wins

What are you proud of from this past week?

Discussion Points

What do we need to discuss in more detail?

  • Item #1
  • Item #2
  • Item #3

Important Decisions

Where do you need my input? What decisions should we make in this meeting?

Personal Development 

How are you tracking on personal development and goals?

Parking Lot

Let’s put these topics on hold for a future sync

One-on-One: Goal Setting 1:1

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Big Picture

Where do you see your career going in the short/long-term? 

Career Growth — Organizational Mandates Alignment 

Where do the organization’s mandates most closely align with your career goals? Discuss how [the direct report’s] job function fits into organizational goals.

Goal-Setting Part 1 - Aspirational

Brainstorm measurable, meaningful short and long-term career goals

Goal-Setting Part 2 - Actionable

Brainstorm measurable, meaningful short and long-term goals to create stepping stones towards achieving specific organizational mandates.

Follow-Up

Do we need solo time to build on this? Should we review our goals again? When will we connect again to measure progress? 

One-on-One: Manager Monthly 1:1

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Opener Question

Start with an open-ended question. What has got you excited at work? 

Note Progress & Highlight Wins 

How is _____ going? Discuss long-term initiatives. 

Tell me about some recent successes? (AND/OR) What projects have we wrapped up successfully recently? Highlight shorter term wins. 

Review Lessons Learned

What have you learned over the past 1 - 3 months? Highlight learnings.

Overcome Persistent Obstacles

What is slowing you down, making your job less enjoyable, or preventing you from achieving your career goals? How can we fix that? 

Plan to remove specific roadblocks and create action items.

Open Evaluation and Feedback

How can we improve our working relationship? What could I (the manager) do better?

Open Floor

Open discussion. What’s been keeping you up at night? What do you want more of?

Follow-Up

Wrap up and follow up. When’s our next one-on-one?

Action items:


One-on-One: Manager Weekly 1:1

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Intro question

Start with an open-ended question. How was last week? What’s been working well for you lately? 

Celebrate Wins & Lessons Learned

What have we accomplished since our last meeting? Note progress on important initiatives.

How can we be better? Highlight lessons learned from the previous week.

Remove Roadblocks

What (if anything) is stopping—or slowing down—your progress? How can we remove that roadblock? What support do you need? 

Plan to remove specific roadblocks and create action items.

Two-Way Evaluation and Feedback

How are we doing? How can we work together more effectively? 

Open Discussion

Provide time for open discussion. Is there anything else you want to talk about? 

Follow-Up

Should we schedule another one-on-one? Review any action items arising from the one-on-one.

Action items:


One-on-One: Remote Employee 1:1

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Warm up

Start with a light, open-ended question. What’s been keeping you busy?

Highlight Achievements

What milestones have we hit since our last check-in? Note progress on important initiatives and emphasize takeaways.

Problem Solving

What’s stopping you from being more productive? How can management help you be more productive? 

Plan to remove specific inefficiencies or roadblocks. Create action items.

Two-Way Evaluation and Feedback

What are we doing well? What can we do better? Discuss ways to create value for manager, employee, and the organization.

Open Discussion

Provide space for open discussion. What’s got you excited? Worried? Annoyed?

Follow-Up

When is our next one-on-one check-in? Summarize any action items arising from the one-on-one.

Action items:


One-on-one: Skip level

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Attendees

A skip one-on-one meeting is a meeting with managers or senior leaders in the company with those who are in junior positions. It is important not to have the meeting with a direct report in order to get honest and accurate feedback. To be truly effective you must create an environment in which the employee feels comfortable. Ideally, the manager should have a relationship with the individual being interviewed. Remember these sessions are about listening and learning from different perspectives in the organizations. 

Preparation

Managers should come armed with questions about the business based on data they’ve reviewed in advance — both qualitative and quantitative. 

Here are some questions you might want to ask in your one-on-ones:  

  • What is the morale in the office from their point of view?
  • How they are feeling about his or her team?
  • What their manager is doing well and not well?
  • What obstacles are they facing in their job? (If you are their skip-level manager, take steps to unblock these obstacles — it will mean a lot to the person that you took action.)
  • Do you understand the company’s goals and how your team’s goals fit into that picture?
  • Do you feel like you can do things you believe are right for the business?
  • Do you think leadership acts consistently with your values?
  • What would make work better for you?
  • When was the last time you took a vacation?
  • What is your sacred space? Do you feel like you have time for it?

Open Forum

  • Ask the interviewee if there is anything that was not covered above that they would like to add?
One-on-One

Agenda Template FAQs

What are good questions to ask in a one-on-one?

Personal/rapport-building:

  • What worries you? What keeps you up at night?
  • What are you most excited about?
  • How’s life outside work?
  • What do you like to do on the weekends?
  • Do you feel like you’re making progress on your career goals?
  • What are your big dreams in life outside of work?

Career growth:

  • What skills would you like to develop?
  • Do you feel challenged in your role?
  • Is there any training or education we should be investing in for you?
  • How do you see your role evolving?
  • Do you feel like you’re making progress on your career goals?
  • Who in the company would you like to learn from?

Giving/receiving feedback:

  • Do you feel you’re getting enough feedback?
  • What’s an area where you would like help or coaching?
  • What’s an aspect of your job you’d like to improve?
  • How can I help you be more effective?
  • What is something I can do better?
  • What have past managers done that you’d like me to do as well?
Why have one-on-ones with your employees?

One-on-one meetings have many benefits:

  • Help employees build better relationships with their managers 
  • Provide opportunities for coaching and training
  • Encourage employees to feel valued at work
  • Discuss performance and areas of improvement
  • Find out what employees are (and are not) excited about
  • Learn how managers can better help employees
Who should set the agenda for a one-on-one meeting?

It’s good for the employee to feel ownership of their one-on-one because the meeting is primarily for their benefit. So, rather than having a manager set the agenda every time, the majority of the agenda should be driven by the employee. Of course, there should still be opportunities for managers to lead the conversation, especially when it comes to topics like coaching and performance. Using a meeting notes app that allows for easy, collaborative agendas can help.

Should one-on-one be hyphenated?

Yes. The word one-on-one is always hyphenated, regardless of whether it is used as a noun, adjective, and adverb.

What are other ways to spell one-on-one?

Writing all three hyphenated words out as one-on-one can be tedious. For brevity in your calendar invites, try using: "1:1" or "Name <> Name."

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