| * Performance (e.g. challenges, obstacles, short/long term goals, feedback, productivity) * Professional development & engagement (e.g. professional goals, training, engagement, coaching) * Contribution to company growth (e.g. process improvement, supporting colleagues, training pilot/ buddy programs, any other activities) * Things done / achievements since last 1on1 * Feedback for the manager (e.g. what he/she could have done better/differently since last 1:1, what you/the team is missing) In summary: What can be done for you, the team and company aside from just "correct individual contribution". Try to avoid discussing things related to lifecycle of ongoing projects. Those should be handled within your team's standard execution flow. If there's need to talk more on a 1:1 then probably you have a gap there. Of course in an ideal world in a company that supports ongoing feedback and people are not afraid to raise any issues on a daily basis it should be just: "Hey, do you have anything to talk about? - Nope, everything we discussed on a daily basis. - Ok, same here". In the real world, there are always things which "there's never a good time for" and periodical check-up is useful for that just like a team retrospective. |