Weekly One-on-One Checklist

Pull up the notes from last week's one-on-one and review all action items assigned to both you and the employee. Note which items have been completed and which need follow-up discussion.

Review the employee's recent work output, project management tool updates, pull requests, or task completions to understand their current workload and identify any accomplishments or blockers to discuss.

Identify a few targeted topics you want to cover beyond the employee's agenda, such as upcoming projects, team changes, skill development opportunities, or feedback on recent performance.

Send the employee a brief outline of topics you plan to discuss at least a few hours before the meeting so they can prepare their thoughts and add their own items to the agenda.

Ask the employee to walk through what they accomplished this week, where they stand on key deliverables, and whether they are on track to meet upcoming deadlines. Listen actively and take notes.

Ask specifically about any challenges, dependencies, or roadblocks preventing the employee from making progress. Discuss what support you can provide or escalations you can make to remove those obstacles.

Align on the employee's top priorities for the next week, ensuring they match team and organizational goals. Help them reprioritize if needed and clarify any ambiguous expectations.

Check whether the employee needs support from other teams, has any pending requests from cross-functional partners, or is experiencing friction in collaborative workflows that you can help resolve.

Acknowledge at least one specific thing the employee did well this week, explaining the impact of their contribution. Genuine, timely recognition builds trust and reinforces desired behaviors.

If there are areas where the employee can improve, share specific, actionable feedback using examples. Frame it as a growth opportunity and discuss concrete steps they can take to develop.

Invite honest feedback about how you can better support the employee. Ask specific questions like what you should start, stop, or continue doing as their manager. Receive feedback openly without defensiveness.

Check in on the employee's professional development objectives, whether they are making progress on learning goals, certifications, or skill-building activities, and if they need any resources or support.

Ask how the employee is feeling about their workload, whether they are experiencing burnout symptoms, and if their work-life balance is sustainable. Be genuine in your concern and ready to adjust assignments if needed.

Ask the employee how they are feeling about their role and the team dynamic. Pay attention to signals about engagement, motivation, and whether they feel valued and included in the team.

If the employee volunteers information about personal situations impacting their work, listen empathetically and discuss accommodations or support resources that may be available to them.

Throughout the meeting, practice active listening, avoid interrupting, and validate the employee's perspectives. End by summarizing what you heard and confirming action items to demonstrate you were fully engaged.

Review the main discussion points and any decisions reached, ensuring both you and the employee have the same understanding of outcomes and next steps before closing the meeting.

Record each action item with the responsible person and a target completion date. Ensure both manager and employee action items are captured so accountability flows both ways.

Verify the next one-on-one is scheduled and note any topics that should carry over. If either party has upcoming PTO or conflicts, reschedule proactively rather than canceling.

Log the meeting notes, action items, and feedback in the agreed-upon shared document or one-on-one tracking tool so both parties have a running record of discussions and commitments.