Agenda, structure and status report is not the way I usually see 1:1 being talked about. Contrast with Horowitz's [1]: "The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting. This is the free-form meeting for all the pressing issues, brilliant ideas and chronic frustrations that do not fit neatly into status reports, email and other less personal and intimate mechanisms."<p>Not saying there's not a time and place for Ryan's style.<p>1 - <a href="http://bhorowitz.com/2012/08/30/one-on-one/" rel="nofollow">http://bhorowitz.com/2012/08/30/one-on-one/</a><p>1' - <a href="http://www.randsinrepose.com/archives/2010/09/22/the_update_the_vent_and_the_disaster.html" rel="nofollow">http://www.randsinrepose.com/archives/2010/09/22/the_update_...</a>
Nice post. Two more items that I like to mix into 1:1 agendas, not necessarily every meeting though:<p>1. What do you need from me (as your manager) to accomplish the top objectives?<p>2. What do you need from me for your personal dev and growth?<p>3. What do you need from the teams to accomplish the top objectives?