Continuous One-on-One Meetings

Continuous one-on-one Meetings in OKR and CFR

Have you spoken to a valuable team member on a one-to-one basis in the last 6 months? Have you spoken with a sentence or two that will add value to them, improve them, and highlight their strengths? When have you use the last time Continuous one-on-one Meetings!

The answer to this question becomes even more important if you working remotely. Continuous one-to-one meetings are a highly effective method based on continuous dialogue between the employee and the manager with the purpose of establishing  a mutual bond, increasing their contribution, accelerating development and reinforcing learning. These conversations aim to build trust and establish emotional bonds. As always, let’s underline that effective communication with one-to-one meetings is also used abundantly in your private life. In fact, we are talking about adapting the conversations you have made more naturally and sincerely to the work so that the responsibilities required by a long-term job are clarified and the progress is shared.


Continuous one-on-one Meetings in life!

You will enjoy more success in your personal life as well because these conversations will be more natural and sincere. On the other hand, if you pretend not to value your private life as you do, it is better not to do it at all! But if you want to increase loyalty, start one-to-one conversations as if you were going to have a chat over a cup of coffee!

If the important thing is to ensure commitment to the task and increase performance, the formula is the same…

“According to a study on performance carried out by Gallup in 2019, continuous, meaningful one-to-one meetings about goals increase the level of employee engagement 2.8-fold and improve performance by an average of 28%.”

One-to-one meetings are mainly focused on the principle of receiver and transmitter. The receiver and giver roles may take the form of a manager (leader) and employee (team member), or conversely may develop on a peer-to-peer (employee-to-employee) basis. In other words, it should not be thought of as a meeting between a manager and subordinate, but rather a meaningful dialogue which aims to improve the business, where a message is conveyed to the other in a meaningful and correct way.

For example, think of a job where you enjoy working and you are in the flow at every moment. You were probably having meaningful, business-focused conversations with your leader and the team members you were working with. You were accustomed to being able to reach them whenever you needed them, where problems could be solved quickly together before you continued on your way.

This easy and result-oriented communication allowed you to keep your business with the flow. You would not get bored while awaiting a confirmation dealing with a huge problem alone!

Your feelings in a meaningful one-on-one interview; “I am learning and moving towards a meaningful result”.


Diversify your dialogue with different types of conversation

Continuous, meaningful and goal-oriented conversations require constant interaction. As leaders, we tend to use a similar one-to-one style. In fact, it would be more appropriate to diversify our approach by using four different methods and meet the different needs of our team members. This interaction develops in a normal order, according to the most important issue for the parties. You can provide the subject to be discussed by using the appropriate frequency of the four different methods below, depending on the needs of the employee.


A quick and friendly chat

We are certainly not talking about a formal meeting. A pleasant and sincere conversation would be a more accurate definition. For example, asking how they are, and how is life  – like a quick coffee break. The frequency can be determined as desired.


Checking progress

Top goal focuses on the team goal and employee prioritization of their work.

It is more organized and formal. Mutual information sharing and keeping up-to-date are important.

It can be on a weekly or bi-weekly basis, depending on the needs of the job and the team member.


Development Coaching

This focuses on identifying and developing strengths. It encourages development and learning.

It is aimed at ensuring that the team member takes responsibility for their short and long-term career.

It is recommended that these interviews take place at least once per quarter.



In the following 4 questions, the employee is encouraged to self-assess.

  • What I should repeat
  • What I need to develop
  • What I should stay away from
  • What different methods, behaviors or learning routes have I not tried before?

It is important that this interview is held at least once at the end of each quarter to support potential development.


Call us to examine and experience this cycle in more detail and to see its use in the team.