New Manager One-on-One Checklist

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New Manager One-on-One Checklist

New Manager Name:

Employee Name:

Transition Date:

Previous Manager Name:

Getting to Know Each Other

☐Share your management philosophy and working style preferences

Describe how you approach management, including your communication preferences, decision-making style, expectations around autonomy, and how you typically give feedback so the employee knows what to expect.

☐Learn about the employee's role, background, and expertise

Ask the employee to walk you through their current role, how long they have been in it, their career journey to this point, and what they consider their core strengths and areas of expertise.

☐Discuss preferred communication styles and work habits

Explore how the employee prefers to communicate (email, chat, in-person), how they like to receive feedback, when they do their best work, and any work habits or preferences you should be aware of.

☐Understand what worked well with their previous manager

Ask the employee what aspects of their relationship with their previous manager were most effective and what they would like to continue, change, or improve in their working relationship with you.

☐Establish mutual expectations for the working relationship

Agree on foundational expectations for your partnership, including meeting cadence, response time norms, escalation preferences, and how you will hold each other accountable for commitments.

Current Work & Priorities Assessment

☐Review the employee's current projects and responsibilities

Ask the employee to provide a comprehensive overview of everything on their plate, including ongoing projects, recurring responsibilities, cross-functional commitments, and any upcoming deadlines or milestones.

☐Understand existing goals and how they were established

Review the goals and objectives the employee is currently working toward, understanding how they were set, what progress has been made, and whether any adjustments are needed given the management transition.

☐Identify immediate priorities and urgent needs requiring support

Ask what the employee's most pressing priorities are right now and whether there are any urgent issues, stalled decisions, or pending approvals that require your immediate attention as their new manager.

☐Discuss any ongoing challenges or unresolved blockers

Learn about any current obstacles, interpersonal issues, resource constraints, or organizational challenges the employee is facing that you should be aware of and may be able to help address.

☐Clarify any decisions or approvals pending from the transition

Identify any items that were in progress with the previous manager that need your review, approval, or continuation, such as budget requests, project proposals, or performance-related discussions.

Career & Development Discussion

☐Ask about the employee's career goals and aspirations

Have an open conversation about where the employee wants their career to go, what roles or opportunities interest them, and what timeline they envision for their next career step.

☐Review the existing individual development plan if one exists

Ask whether the employee has a current IDP or development plan from their previous manager. Review it together, discuss what is still relevant, and identify any adjustments needed.

☐Discuss skills the employee most wants to develop

Understand what the employee feels are their most important growth areas and what skills or experiences they believe would have the greatest impact on their career progression and job satisfaction.

☐Identify how you can support their professional growth

Discuss specific ways you can support the employee's development, such as providing stretch assignments, connecting them with mentors, sponsoring them for training, or giving them more visibility with leadership.

☐Understand what motivates and energizes them at work

Learn what types of work the employee finds most fulfilling, what motivates them to do their best, and what conditions help them thrive so you can create an environment that supports their engagement.

Team Dynamics & Culture Insights

☐Learn about team dynamics and key relationships on the team

Ask the employee to share their perspective on how the team works together, who the informal leaders are, where strong partnerships exist, and if there are any tensions or dynamics you should understand.

☐Understand the team's unwritten norms and cultural practices

Inquire about the team's informal practices, traditions, and unwritten rules that are not documented anywhere but are important for a new manager to know and respect during the transition.

☐Ask about team strengths and areas needing improvement

Get the employee's candid assessment of what the team does well and where it struggles. This ground-level perspective will help you identify quick wins and longer-term areas to focus on as you settle into the role.

☐Discuss any concerns about the management transition itself

Create space for the employee to express any worries or uncertainties they have about the change in leadership. Address their concerns honestly and reassure them about stability, continuity, and your commitment to the team.

Establishing the Ongoing Rhythm

☐Agree on regular one-on-one meeting cadence and format

Establish how frequently you will meet for one-on-ones, the preferred day and time, the typical meeting length, and the format. Commit to protecting this time and making it a priority in both of your schedules.

☐Define how progress and updates will be shared between meetings

Agree on how the employee will keep you informed between meetings, whether through written updates, project management tools, chat messages, or other communication channels.

☐Set expectations for feedback frequency and delivery method

Discuss how often the employee wants to receive feedback, whether they prefer written or verbal feedback, and establish a norm for real-time feedback so issues are addressed promptly rather than accumulating.

☐Create a 30-60-90 day plan for the working relationship

Outline what you both want to accomplish in the first 30, 60, and 90 days of working together, including relationship-building milestones, key discussions, and goals for establishing a productive partnership.

☐Schedule a follow-up meeting to review initial impressions

Set a specific date for a follow-up conversation, typically two to four weeks out, where you will both share initial observations about how the working relationship is developing and make any needed adjustments.

What Is a New Manager One-on-One Checklist?

A new manager one-on-one checklist is a practical guide designed to help first-time or newly appointed managers establish effective one-on-one meeting practices with their team members. It covers everything from scheduling logistics and agenda creation to building rapport and addressing common management challenges. This checklist accelerates the transition into a management role by providing a proven framework for meaningful individual conversations.

Why New Managers Need This Checklist

New managers often struggle with the shift from individual contributor to people leader, and one-on-one meetings are where this transition is most visible. Without guidance, these meetings can become status updates rather than development-focused conversations. This checklist provides the structure and confidence new managers need to build trust, provide feedback, and support their team's growth from day one.

Key Areas Covered in This Checklist

The checklist covers foundational elements like establishing meeting cadence, setting expectations, and creating a safe space for open communication. It includes guidance on active listening, delivering feedback, discussing career development, and managing difficult conversations. Additional sections address common new manager pitfalls and strategies for building credibility with direct reports.

How to Use This Free New Manager One-on-One Checklist

Use this checklist as your go-to reference during your first 90 days as a manager and beyond. The Brief/Detailed toggle allows you to quickly review key points before a meeting or dive deep into preparation strategies. Download and customize the checklist to reflect your team's unique dynamics and your organization's management expectations.

Frequently Asked Questions

How should a new manager start one-on-one meetings?

Begin your first one-on-one with each team member by focusing on relationship building rather than task management. Ask about their preferred communication style, career goals, and what they need most from their manager. Establish the meeting cadence, format, and shared expectations for how these conversations will work going forward.

How often should new managers hold one-on-ones?

New managers should hold weekly one-on-ones for at least the first three months to build strong relationships and establish trust. As the relationship matures and communication patterns are established, some managers shift to biweekly meetings. The key is consistency, as canceling or frequently rescheduling signals that these conversations are not a priority.

What should a new manager discuss in one-on-ones?

Effective one-on-one topics include progress on current work, obstacles the employee is facing, professional development goals, and feedback in both directions. Avoid turning every meeting into a status update, and instead focus on coaching, problem-solving, and career conversations. Let the employee drive at least half of the agenda to demonstrate that this is their time.

How do new managers build trust in one-on-ones?

Trust is built through consistency, follow-through, and vulnerability. Show up prepared, honor commitments made during meetings, and be willing to admit when you do not have all the answers. Share your own challenges and development areas to model the openness you expect from your team.

What mistakes do new managers make in one-on-ones?

Common mistakes include dominating the conversation, only discussing tasks and projects, canceling meetings frequently, and avoiding difficult feedback. New managers also sometimes try to solve every problem immediately rather than coaching employees to find their own solutions. Another pitfall is failing to follow up on action items discussed in previous meetings.

How long should one-on-one meetings be for new managers?

Schedule 30 to 45 minutes for each one-on-one meeting, with the first few sessions potentially running closer to 60 minutes as you establish the relationship. Protect this time and avoid cutting meetings short, as it sends a message about the value you place on the relationship. It is better to have a shorter scheduled meeting that consistently happens than a longer one that frequently gets canceled.

Should new managers take notes during one-on-ones?

Yes, taking brief notes demonstrates that you value the conversation and helps you track commitments and follow-up items. Use a shared document or meeting template so both parties can reference past discussions and track progress on action items. Be transparent about your note-taking and avoid typing extensively during the meeting, as it can feel disengaging.

How do new managers handle difficult conversations in one-on-ones?

Prepare by identifying the specific behavior or outcome you need to address and gathering concrete examples. Use a direct but empathetic approach, focusing on impact rather than intent, and allow the employee time to respond and share their perspective. Follow up in writing to confirm agreed-upon next steps and check in regularly on progress.

Written by Adithyan RK

Fact Checked by Surya N

Published on: 3 Mar 2026|Last updated:

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