A 1:1 is a private discussion between a manager and a team member about work, bottlenecks, feedback and development needs. Its purpose is to understand what shared reports do not reveal and agree on further support. The 30-minute template in this article gives the employee time to speak first, clarifies one issue together and concludes with commitments from both parties.
How does a 1:1 differ from a status meeting?
A progress report explains where work stands. A 1:1 can clarify why someone is struggling, does not understand priorities or needs feedback. An employee who completes their work may still be using an unsustainable approach or be unsure how to develop.
Atlassian emphasizes preparation, limiting distractions, encouraging candid discussion and confirming next steps. BHKD’s template below applies these principles to a short startup-team discussion; it does not treat 30 minutes as mandatory.
Prepare so the speaker does not have to guess the purpose
Explain that the discussion is intended to understand the work and provide support, and invite the employee to choose an issue. If you need to give feedback on a specific matter, share the topic beforehand and prepare evidence rather than unexpectedly presenting a harsh conclusion.
Choose a setting with limited interruptions. Agree on what should be recorded and what must be shared with others to resolve issues. Do not promise absolute confidentiality for a matter that in practice requires action under your responsibilities. Keep only necessary personal information and avoid putting it into unrelated shared minutes.
A 30-minute agenda template
Clarifying one issue is often more useful than briefly touching on many. Adjust the duration to the need; if an urgent matter emerges, agree on an immediate step and arrange a separate follow-up discussion.
| Time | Section | Open questions |
|---|---|---|
| 0–5 minutes | Employee selects the focus | What is taking up most of your attention? |
| 5–15 minutes | Clarify the situation | Describe a recent instance; what information and authority did you have then? |
| 15–23 minutes | Feedback and support | What should continue, what should change, and where can I help? |
| 23–30 minutes | Agree and review | What will each person do, by when, and what signs will we look for? |
Replace general questions with situation-specific questions
“Are you okay?” often receives “I’m okay.” Try asking which task took longer than expected this week, when a decision caused a delay or what information they needed but lacked. Specific questions help separate coordination problems from judgments about people.
If an employee says they do not know the priorities, do not immediately demand more initiative. Ask who is giving them requests, which tasks have deadlines and who decides when two requests conflict. The problem may lie in priority management or delegated authority.
Read nextEmployees waiting for decisions: revisit their authorityGive feedback on behavior and impact, without labeling people
A hypothetical situation: a handover omits two agreed items. State what was observed and its impact, ask how the employee understood the requirement and agree on a check for next time. “You’re always careless” does not help distinguish misunderstanding, missing data and a missing review step.
Recognition should also be specific: which action helped customers or the team, and what is worth repeating. Encourage employees to give feedback on the founder’s management. If they say a request was unclear, review the evidence rather than treating it as unwillingness to cooperate.
Read nextSix things that must be clear to avoid misunderstanding outputsFollow up on both parties’ commitments
Brief notes may contain only the issue, agreement, action owner and review date. For example, the employee tests a handover checklist during the week; the manager confirms priorities before Monday afternoon. Both commitments should be reviewed together.
If discussions are repeatedly canceled or managers fail to fulfill promises, employees can see meetings as a formality. When a suggestion cannot yet be addressed, explain the limits and when a response will come. Not every issue needs an immediate solution, but it needs a credible next step.
Read nextWork requiring the whole team: move it to an operating meeting- A 1:1 should not simply repeat existing progress reports.
- Ask about specific situations before drawing conclusions about attitude or ability.
- Managers’ support commitments need tracking just as employees’ commitments do.
Listening has value when it produces understanding and appropriate action. If someone shares difficulties but sees no change, a regular meeting schedule alone does not build trust.
Suggested actions
Frequently asked questions
How often should 1:1 meetings take place?
It depends on the pace of change and support needs. New employees or changing roles may require more frequent meetings. Choose a sustainable cadence and review it instead of scheduling frequent meetings that are regularly canceled.
Should a 1:1 be used to report all work?
Do not spend all the time repeating existing reports. Use the main discussion to understand bottlenecks, feedback, support and development; move matters requiring whole-team decisions to an appropriate meeting.
What if an employee does not say much?
Explain the purpose beforehand, send questions and begin with a specific situation. Allow thinking time without pressuring them to discuss personal matters; monitor whether the manager follows through on support commitments.
Series: Founder decision-making: controlled growth
- A 90-day startup plan: choose priorities instead of doing everything
- Evaluating business experiments: when should you continue, adjust or stop?
- Should a startup hire or outsource? Compare outputs and capabilities to retain
- Employee 1:1 meetings: a 30-minute template to help founders hear the real issues
- Fast-growing startup, overloaded operations: should the founder expand or consolidate?
Sources and updates
Practical content edited by BHKD. Templates, scenarios and hypothetical figures explain decision-making; they are not achievements or data from actual businesses. References are linked where used. Updated October 6, 2026.
Last updated: 6 Oct 2026
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