One-on-Ones Can Make Or Break Your Leadership

Throughout my career, when leaders have asked me about how to lead in a way that fosters engagement, I always recommend first and foremost that they hold regular one on one meetings with their people. Far beyond a simple check-in, regular one-on-ones create a foundation of trust, foster open communication, and directly impact key business outcomes like retention, engagement, and productivity.

Why One-on-Ones Matter

1. Boosting Employee Engagement & Retention

Gallup’s research reveals that employees who have meaningful one-on-one conversations with their manager on a regular basis are nearly three times more likely to be engaged in their work (Gallup, 2021). Similarly, companies like Adobe reported a 30% reduction in voluntary turnover after shifting from traditional annual reviews to frequent manager-employee check-ins (HBR, 2017).

2. Enhancing Trust & Psychological Safety

One-on-ones offer a private, safe space for employees to voice concerns, share ideas, and receive feedback. Psychological safety — the belief that one can speak up without fear of negative consequences — has been repeatedly linked to team learning and high performance (Edmondson, 1999). Regular, structured conversations with managers are a key lever for fostering this safety.

3. Facilitating Continuous Feedback & Development

Research indicates that ongoing feedback and coaching—as opposed to sporadic performance reviews—leads to better individual development and organizational agility (Bouskila-Yam & Kluger, 2011). One-on-one meetings create a rhythm where development discussions happen naturally and consistently.

4. Improving Productivity & Alignment

When GE implemented a system of regular, informal check-ins between managers and employees, teams reported up to five times higher productivity compared to those who relied solely on formal reviews (HBR, 2017). These conversations keep employees aligned on priorities, clarify expectations, and remove obstacles early.

Key Practices for Effective One-on-Ones

• Be Consistent: Hold them regularly—weekly or biweekly.

• Co-Create the Agenda: Empower employees to bring topics.

• Listen Actively: Spend more time listening than talking.

• Balance Tactical & Personal Topics: Discuss work goals, but also career aspirations and well-being.

• Follow Up: Document key takeaways and follow through on commitments.

The Leadership Imperative

In a time where employee engagement and retention are top business concerns, leaders cannot afford to treat one-on-ones as optional. They are a strategic leadership practice—not a task to check off. When done well, they become a powerful driver of team culture, individual growth, and organizational success.

References:

1. Gallup. (2021). State of the Global Workplace.

2. HBR. (2017). How GE’s Performance Management System Reinvented Itself for the Digital Age.

3. Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350-383.

4. Bouskila-Yam, O., & Kluger, A. N. (2011). Strength-Based Performance Appraisal and Goal Setting. Human Resource Management Review, 21(2), 137-147.