I’m a manager, and have been for a while (although I also have 1-1s). Personally, I think project updates belong in stand-up, sprint planning, tickets, etc. Anywhere except 1-1s.<p>If you want a really simple framework just focus on the previous week and highlight what went well (ie. that needs repeating), what went badly and needs fixing (or coaching, etc), what needs changing (could be a combo of both above).<p>Every 3-6 months I try to have a more strategic conversation about career paths and making sure annual goals are on track. Effectively reviewing progress against them and making sure the person is on track for success, adjusting as necessary. Similarly, asking about what projects they want to do next, where do they think we should dedicate effort and focus, etc. If they had the resources what would they do? This can be a great way to learn about how they approach problems, and to uncover issues in process and tooling. I want everyone on the team bought in to feeling like they can make a difference, and it’s really helped my teams develop great tools.<p>Other good questions I like to ask periodically are around what’s frustrating, what could we improve as a team, etc. I want their input to improve the life of everyone.<p>I always try to ask for feedback and how I can improve, or what roadblocks I can remove for people.<p>Sometimes we just chat - teams work well together when they understand each other. I like to know what’s important to people, and what isn’t. What stresses them, and what helps them flow. Sometimes those things just come from less structured conversation.<p>I’ve found having a shared doc to jot down notes in the week really helps. A google doc, OneDrive doc, whatever. Just something that’s open and can throw in some bullets to talk about. Particularly when blocked on something, or I need to ask a question about how to strategically approach a problem, I’ll throw it in the doc. Then before the 1-1 I reread it to prep my thoughts. It’s worked really well for me with my managers, and with my reports.<p>Ask what they’re focused on and how you can support that. Ask about what their manager cares about and how you can support the larger department or org. Ask what they’re worried about. Ask what makes them happy.<p>The most value I’ve had from 1-1s has often been just getting to know people, and demonstrating empathy, compassion, and engagement. This is why I really hate the project based 1-1s - they end up being very transactional, and very 1-sided; just a list of “I did this ticket” type things. For people who are used to it, it can take a while to break out of the cycle.