New Manager One-on-One Checklist

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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.