1 on 1's - wie führe ich sie zielführend und effektiv?

Executive Summary

1-on-1 meetings are a central leadership tool, yet in many organizations they are conducted without structure or preparation. The result: disinterest, frustration, and a loss of trust in leadership. Without clear preparation, dedicated settings, and a guiding framework, these conversations remain ineffective and are often dismissed as irrelevant.

To unlock their full potential, 1-on-1s require structured templates for both employees and managers, binding notes or minutes, and a deliberate conversational atmosphere. This creates clarity, accountability, and mutual trust. Well-executed 1-on-1s increase motivation, transparency, and collaboration—benefiting all parties involved.

Introduction

1-on-1 meetings have become well established in today’s working world and are among the most important communication tools for leaders. They provide a space to discuss operational matters, explore development opportunities, or address critical feedback in a safe and confidential setting.

Proper preparation, execution, and follow-up are essential. For employees, 1-on-1s offer the chance to raise issues, share ideas, and address personal concerns without time pressure. This makes the structure and quality of these conversations crucial.

Challenges

Preparation is half the battle—and the same applies to 1-on-1s. The author’s experience, both at his current employer and among peers, shows that these meetings are often poorly or not at all prepared.

• Leaders lack structure, bring no topics of their own, and ask employees casually if they have something to discuss. If the answer is “no,” the meeting is dismissed.

• Conversations often take place in unsuitable settings, such as cafeterias or smoking areas, where other employees are present.

• Leaders sometimes multitask (e.g., checking emails), sending a clear signal of disinterest.

• Employees, for their part, often fail to bring their own topics, waiting passively for the manager to lead.

Without active contribution from both sides, the exchange turns into a monologue rather than a dialogue.

Analyses & Insights

The consequences of such practices are clear:

• Employees feel unheard and unable to voice their concerns.

• Communication—already criticized as lacking in many organizations—becomes even less transparent and open.

• Employees lose interest in the meetings, dismiss them as meaningless, and give up hope of genuine dialogue.

The author has observed in practice that when asked if they had a topic to bring up, employees often replied with “no,” while frustration built up due to the lack of a safe outlet. When conversations did happen, they often lacked direction: initial problem discussions devolved into venting about annoyances, and ultimately into revisiting trivialities.

Instead, 1-on-1s should be focused on problem-solving, effective barrier removal, and the exchange of operational as well as strategic perspectives.

Solution Approaches

The author himself faced these challenges in a leadership role and, together with a trusted colleague, developed a 1-on-1 framework designed to create clarity and accountability. The approach is simple but effective, directly addressing the barriers mentioned above.

• Employees receive a preparation template to note topics, problems, successes, and questions in advance.

• Leaders come prepared with their own agenda items, ensuring that both perspectives are represented.

• Meetings take place in a dedicated, distraction-free setting to foster respect and trust.

• Structured follow-ups are recorded in a protocol, ensuring continuity and accountability.

Through this structure, 1-on-1s become a meaningful leadership practice: focused, reliable, and effective in strengthening both motivation and collaboration.

The manager uses his own template for preparation:

Dies sorgt für ein gewisse Struktur und fordert beide Parteien zum Ausfüllen aus, da keiner von beiden mit leerem Dokument dastehen möchte. Es empfiehlt sich, die Notizen in einer separaten Datei zu führen (digital oder physisch) um eine klare Trennung zu setzen.

Nach dem Gespräch setzt sich die Führungskraft einen Zeitblocker um das Gespräch zusammengefasst ins Protokoll nachzutragen.

This ensures mutual accountability, providing both parties with a reference point should agreed-upon topics not be followed through.

To avoid the issue of unfavorable meeting locations, employees should receive a recurring calendar invitation with a pre-booked meeting room. Of course, sessions can occasionally be rescheduled or, on a sunny day, even held as a walk if desired. However, such conversations should never take place in public spaces within the company.

It is also advisable to start with an in-person meeting on a day when both parties are present on-site. This allows for better interpretation of facial expressions, gestures, and tone. At a later stage, the format can be shifted into a digital space if needed.

By conducting 1-on-1s consistently and maintaining a clear thread through documented protocols, a foundation of trust is built.

Conclusion

Well-prepared conversations enable employees to be developed and motivated in a targeted way. Both managers and employees can raise issues, discuss them, and work on joint solutions to further strengthen collaboration. The time invested is worthwhile, as it creates a climate of openness and trust for employees.