Yes, monthly one-on-ones demand an investment of time, but the payoff is immense: enhanced manager-employee relationships, solving of problems/blockers, retention of top talent, personalized ...

A conversation with UNC Charlotte’s Steven Rogelberg on one of the most important tools a manager has. Most good bosses know that they should schedule regular one-on-ones with each of their team ...

Of course, the problem with these recurring one-on-ones is that they tend to be rather brief. And that makes sense. If your manager has 12 direct reports and is required to meet with all of them ...

The best use of one-on-ones is spent here–debugging a problem, thinking through an obstacle, or gathering feedback or guidance on how to take the next step forward. Ask questions that get to the ...

One exception to this is when you are trying to clue your boss in to something that really is on everybody else’s mind, and he happens to be the last to know. Still, try to keep the conversation ...

Many of us have one-on-ones with our bosses. But these meetings aren't always done right. Bosses sometimes talk too much, or workers aren't ready to lead the conversation. Getting it right can ...

Remember, one-on-ones belong to the employee, not the boss. It’s the staffer’s opportunity to express concerns, connect with their manager and receive guidance.

1. Come in prepared. Perhaps the best way to take advantage of your weekly one-on-one with your manager is to come in prepared with an agenda. Before that meeting, jot down a list of the things ...

For better or worse, recurring one-on-ones are becoming a mainstay in corporate environments. Here's how to benefit from yours. For better or worse, ...