1-on-1 meetings typically involve a few things, including:<p><pre><code> - Recent performance
- Upcoming or current changes in the organization
- Career growth
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These all hit a similar sort of area, which is how the subordinate can have the most significant impact (within means) and how the boss can support them in getting there.<p>On either side of the table, anticipating these things in advance is necessary. It might even be worthwhile to agree with each other ahead of time which things will be discussed at least a few days in advance.<p>To keep things from getting ambiguous, both sides should be ready with specifics. It's hard to keep a conversation with a subordinate who has nothing to say or a boss who speaks in vague terms. However, this can be remedied a lot of the time by simply asking for elaboration or examples, and to make a note to better-prepare for next time. Discussions should revolve around what the subordinate has been doing lately to some degree.<p>One thing that can simplify things is to break down target goals that the subordinate should shoot for. Then, when circling back during the 1-on-1, both can see how well the goals were achieved, identify blockers/issues, and so on. Then readjust the aim at the goal, or get a new goal, rinse and repeat. These goals come in a lot of forms, including completing projects, helping coworkers, and stepping up to a higher position. Even for the boss, if there are issues that keep stopping the subordinate from doing their best, they should make an effort to remedy these problems and form a path for the subordinate's success.
I used to do one-on-ones walking with the person in the city and talking. Changing the environment unearthed many buried issues.<p>Not mutually exclusive, of course. You can unearth a lot of things then look at them more closely.