| Looking at the responses here … it's not about “1:1s are basics, if you don't do them you are a failed manager.” Nor do I believe the truth is best described as: “a 1:1 is a creepy corporate checkbox to be checked and best avoided”. Isn't the answer always … it depends? On the person, on the company and team? On you, as a manager? I have had colleagues who probably would have sent me a resignation letter within days after doing a 1:1 with canned questions like that. I've also had colleagues who thought that a regular 1:1, going through the motions, was a sign that I cared and did something formal for them. (Despite normal chats and checkins.) Even if you have a 1:1, it doesn't mean that you need to go through an ever same set of stale questions. But structure can help you both to make sure the basics of the work relationship are covered. With that in mind, I see sets of questions such as this as a toolbox. Sometimes it's a good thing you can just look at the toolbox, try a few tools out, see how they fit and choose the right one for the job at hand (situation, person). I think it's great those exist. If you're doing a 1:1 to check a box, then it doesn't matter. If you care and want to use a 1:1 as a tool, then it doesn't hurt to try out different approaches. |