A one-on-one is a regular private meeting between you and your manager. In many workplaces it happens weekly or every two weeks and lasts 15 to 30 minutes. For a new employee, these meetings are one of the most valuable tools available: a protected time to ask questions, get feedback, clarify priorities and build a working relationship.
Your first one-on-one sets the tone. Here is how to prepare for it and make every check-in after it useful.
Whose meeting is it?
In many teams, the one-on-one is considered the employee’s meeting. That means you should come prepared with topics rather than waiting for your manager to lead. Managers appreciate it because it saves time and shows initiative.
If your manager has not scheduled one-on-ones, it is perfectly reasonable to ask: “Would it be possible to have a short weekly check-in while I’m getting up to speed?”
Goals for your first one-on-one
- Understand your manager’s priorities and expectations.
- Learn how they like to communicate and work.
- Agree what success looks like in your first 30, 60 and 90 days.
- Share anything helpful about how you work best.
- Set up a rhythm for future check-ins.
Questions to ask in your first one-on-one
About priorities and success
- “What are the most important things for me to focus on in my first month?”
- “What would make you say I’ve had a great first 90 days?”
- “How will my performance be evaluated, and when?”
About working together
- “How do you prefer to receive updates: chat, email or in these meetings?”
- “When should I come to you with questions, and when should I try to solve things on my own?”
- “How do you like to give feedback?”
About the team and organization
- “Who are the key people I should get to know?”
- “What are the biggest challenges the team is facing right now?”
- “Is there anything about how the team works that new people usually take time to learn?”
You will not have time for all of these. Pick five or six.
Share how you work
Briefly tell your manager anything that helps them support you, for example: “I learn best by seeing an example first,” or “I like to have written instructions for complex tasks.” Keep it short and constructive.
A simple agenda template for regular one-on-ones
Keep a shared or private document and add topics during the week:
One-on-one agenda
1. Quick updates – what I finished, what’s in progress
2. Questions and blockers – where I need input or decisions
3. Priorities check – are my top 3 for next week right?
4. Feedback – one thing I’d like feedback on
5. Development – something I’d like to learn or try (every few weeks)
Actions – who does what by when
Send the main topics a few hours before the meeting if your manager likes to prepare.
During the meeting
- Start with the most important topic, in case time runs short.
- Take notes, especially on decisions and action items.
- Ask for specifics when feedback is vague; see receiving feedback as a new employee.
- Summarize actions at the end: “So I’ll finish the report draft by Thursday and you’ll introduce me to the finance team.”
After the meeting
Update your notes and task list the same day. If you agreed on something important, a short follow-up message helps: “Thanks for today. As discussed, I’ll prioritize the supplier report this week and move the inventory update to next week.”
Our guide to taking notes in your first weeks suggests where to keep these records.
Using one-on-ones to build your career
Once you are settled, use some one-on-ones to talk about growth:
- Skills you want to develop.
- Projects you would like to try.
- How your role could evolve over the next year.
These conversations lay the groundwork for your first performance review and future requests for more responsibility.
When one-on-ones get cancelled
Busy managers sometimes cancel check-ins. Do not take it personally. Send your updates and questions in writing, and ask to reschedule if you have something important to discuss.
Prepare your agenda before the meeting
Before your first one-on-one, create your agenda document, choose six questions from this guide and write down your current understanding of your top three priorities. Ask your manager to confirm or correct them. That single conversation can save you weeks of effort on the wrong things. Pair it with your 30-60-90 day plan.