Your One-to-Ones Suck Because Of You
Every leadership guru preaches one-to-ones. Every management book dedicates a chapter to them. Every "best practices" article lists the same tired advice.
So you schedule them. You prep your agenda. You ask about goals and roadblocks and career development.
And your people leave thinking, "Well, that was a waste of 30 minutes."
Here's why: You've turned one-to-ones into performance theater starring you as the caring manager.
The Fatal Mistake Every Manager Makes
You walk into one-to-ones thinking about what YOU need to know.
How are their projects going? Are they hitting deadlines? What obstacles can you remove? How can you help them grow?
Noble questions. Wrong meeting.
That's a status update with a feelings check-in. That's not a one-on-one. That's a weekly report disguised as human connection.
What's Actually Happening in Your "Great" One-to-Ones
You: "How's the Johnson project going?" Them: "Good, on track." You: "Any roadblocks I can help with?" Them: "Nope, all good." You: "Great! How are you feeling about your workload?" Them: "Fine."
Congratulations. You just spent 30 minutes learning absolutely nothing while they spent 30 minutes performing "I'm a good employee" for your entertainment.
They walked out with the same problems they walked in with. You walked out feeling like a great manager because you "checked in."
The Plot Twist That Changes Everything
One-to-ones aren't about you getting information. They're about them getting clarity.
Not clarity about their goals (they know those). Not clarity about their projects (they live those). Clarity about the stuff that's actually keeping them up at night.
The conversation they need to have but don't know how to start. The feedback they're craving but afraid to ask for. The confusion they're carrying but too embarrassed to admit.
What a Real One-on-One Sounds Like
"I've been thinking about our team dynamics, and I'm wondering if I'm missing something."
"That client feedback last week hit me harder than it should have. I keep replaying it."
"I don't think I'm as good at this role as you think I am."
"I'm worried about that presentation next week. Not the content - I know the content. But what if they ask questions I can't answer?"
This is the stuff that actually matters. This is what they need to process. This is why they need 30 minutes with you.
Not to report status. To untangle their thoughts.
The Simple Shift That Fixes Everything
Stop asking what they need you to know. Start asking what they need to figure out.
"What's been on your mind this week?" "What are you trying to work through?" "What's feeling unclear right now?" "What question do you wish I would ask you?"
Then shut up and listen. For real. Not "active listening" where you're formulating responses. Just listen.
Why This Feels Uncomfortable
Because you can't fix most of what they'll share.
Their imposter syndrome? You can't solve that. Their anxiety about being perceived as competent? Not fixable in a meeting. Their frustration with a difficult colleague? Complicated.
But here's the thing: They don't need you to fix it. They need you to hear it. They need to say it out loud to someone who won't judge them for having human thoughts about work things.
The Real ROI of Actual One-to-Ones
When someone feels heard, they perform better. When they can process their internal stuff, they make better decisions. When they're not carrying around unspoken anxiety, they show up more confidently.
You're not their therapist. But you are the person who can give them 30 minutes to think out loud without judgment.
That's worth more than a thousand status updates.
Your One-to-One Audit
Ask yourself:
Who's talking more in your one-to-ones, you or them?
Are they sharing problems or just progress?
Do you leave knowing facts or understanding feelings?
Are they processing or just reporting?
If it's the first option every time, you're doing status meetings, not one-to-ones.
The Bottom Line
Your people don't need another meeting where they perform competence for you. They get enough of that in every other interaction they have.
They need a space where they can be human. Where they can admit confusion. Where they can work through the messy thinking that happens between the clean project updates.
Give them that, and watch what happens to their performance, their confidence, their engagement.
Because when people feel heard, they stop needing to prove themselves and start focusing on actually doing the work.
P.S. - Next time someone says "I'm fine, everything's good" in your one-to-one, try saying "Okay, but what's actually on your mind?" Half the time, the real conversation will finally start. The other half? At least you'll know they really are fine. Either way, you'll have done your job.