[elevatortrim]

I’m in a similar position and have a more connected approach. I always have an idea of what my direct reports are up to, and a high level understanding of what their reports are up to. I always have 3-4 discussion items ready, these are usually about whatever is important for the business at the time that intersect with their line of work.

I start with their agenda. They would’ve seen me how I prepare mine before, so usually they would have a similar agenda. I listen to them, discuss, and create action items together. Then we talk through my agenda, and we end with their thoughts as well since they might have just remembered something or it might have come up during my items.

I also make sure the items contain their development and also try to understand if their reports are developing in the direction they want and how I can help.

For myself, I do not find it useful to offload the responsibility of a productive 1-1 to my reports. It is both of ours, and since I have more experience in this, I behave as such and they are usually encouraged by it and start doing the same.