What to do when there nothing to talk about in a 1-on-1! A thorough explanation of the psychology of your subordinates and topics to talk about

Many people who have started holding 1-on-1 meetings with their subordinates may be struggling with "not knowing what to talk about."

1-on-1 meetings are important opportunities to build trust with subordinates and lead to their growth. However, if you go into them without preparing topics, there is a risk that awkward silences will continue or the meetings themselves will become mere formalities.

This article explains specific topics to discuss in 1-on-1 meetings and key points for conducting them effectively. We will also introduce example questions by job type and implementation procedures, so please use this as a reference.

Purpose of Having 1-on-1 Meetings

The main purposes of having 1-on-1 meetings with subordinates are the following three:

• Build trust

• Support career development

• Discover and resolve work-related issues

Let's look at each of these in detail.

Building Trust Relationships

The main purpose of one-on-one meetings is to deepen trust relationships with subordinates. Trust is nurtured through the accumulation of regular communication.

By seriously listening to small work-related concerns and responding with advice or action when necessary, you can provide subordinates with a sense of security.

Especially right after joining a new environment, anxiety is high, so it's effective to communicate without being bound by formalities.

On the other hand, a common pitfall in one-on-one meetings is when the evaluator's perspective comes through too strongly. If it's perceived as an extension of performance evaluation, it becomes difficult for honest opinions to emerge, so be conscious that this is a dialogue for the growth of subordinates and the team as a whole.

Supporting Career Development

1-on-1 meetings can also be utilized as a place to think about subordinates' careers. By hearing their career vision and working backwards to organize the necessary skills and experience, the meaning of their current work becomes clear.

For example, if someone expresses that "I want to take on management responsibilities in the future," it's possible to connect practical work with growth opportunities, such as assigning them a leadership position in their current project.

The key point is to carefully draw out the future vision that the subordinate envisions. Avoid proceeding with the conversation based solely on the company's personnel system or placement plans.

Points for developing subordinates from perspectives other than career support are explained in detail in the following article. Please use it as a reference.

Related article: 9 Key Points for Developing Subordinates! Introducing Guidance Methods by Type

Discover and Resolve Work-Related Issues

One characteristic of 1-on-1 meetings is the ability to identify and resolve work-related issues that don't come up in regular meetings.

Subordinates often end up shouldering problems alone due to being busy or underestimating issues, which can consequently become a factor that reduces the productivity of the entire organization.

In 1-on-1 meetings, by not only checking progress but also delving deeper into issues, you can discover work bottlenecks that even the person themselves hadn't noticed.

Once you've clarified the subordinate's fundamental issues, provide them with improvement measures as well. By following up on progress in the next 1-on-1 meeting, you can create a problem-solving cycle that leads to growth.

Reasons Why There Seems to Be Nothing to Talk About in 1-on-1s [Subordinate Side/Manager Side]

The reasons why both subordinates and managers feel there is nothing to talk about in 1-on-1s are as follows:

In 1-on-1s, it's important for managers not to simply wait for subordinates to speak, but to ask appropriate questions. Preparing questions that draw out concerns and needs makes it easier to elicit genuine thoughts.

Topics to Discuss in 1on1 Meetings

To conduct 1on1 meetings effectively, it's important to organize in advance what themes you will discuss.

This chapter introduces the following easy-to-use discussion topics:

• Recent work situation

• Work-related challenges and concerns

• Career and future direction

• Skill development needs

• Opinions about the work environment

• Checking motivation and condition

• Feedback to supervisors and the organization

Please refer to these while imagining an actual 1on1 meeting.

Recent Work Situation

In one-on-one meetings, it's important to review ongoing work and recent achievements together. Confirming what went well builds the subordinate's confidence, and clarifying areas for improvement makes it easier to think about next actions.

Rather than making it a reporting session, verbalize together "why results were achieved" and "where the challenges were."

▼ List of Questions for Subordinates

▼ Feedback Points

Work-related Issues and Concerns

Drawing out genuine feelings that are usually difficult to express, such as tasks that are hard to progress or interpersonal relationship concerns, is also an important point in one-on-one meetings.

When even small issues are shared early, major troubles can be prevented before they occur. Create an atmosphere where people feel comfortable talking, and demonstrate an attitude of thinking through solutions together for any issues raised.

▼List of Questions for Subordinates

Career and Future Direction

By asking about your subordinate's future vision in one-on-one meetings and thinking together about how to connect it with the organization's direction, you can enhance their sense of purpose in their work.

Especially in large organizations, it's difficult to see what other departments do, so it's also effective to bring up topics about transfer opportunities and cross-departmental exchanges. Even if their career vision is not clear, support them in finding areas of interest and themes they want to challenge through dialogue.

▼ How to Draw Out Career Vision from Subordinates Who Don't Have One

Needs for Skill Development

In one-on-one meetings, it is also important to confirm the needs related to subordinates' skill development.

By working backwards from their career vision and identifying together the skills that will be needed in the future, you can give meaning to their current learning.

Additionally, it is effective to share training programs offered by the company and ongoing projects, connecting them with growth opportunities.

Rather than asking "whether or not to take training," delving into questions like "which skills do you want to develop?" and "in what situations do you want to utilize those skills?" can enhance subordinates' motivation to learn and lead to their growth.

Opinions on the Workplace Environment

Let's draw out honest opinions not only about work progress and results, but also about the workplace environment.

Since topics such as working hours, work comfort, and interpersonal relationships are difficult to bring up in regular meetings, it's important to consciously check on them during one-on-one meetings.

Especially in remote work environments, issues such as feelings of isolation and difficulties in information sharing tend to lurk beneath the surface, so ask specifically about whether there are situations where they find it difficult to proceed with work, or whether communication is easy to maintain.

If improvements to the environment can be made, this will directly lead to enhanced motivation and productivity across the entire organization.

Checking Motivation and Condition

It's also important to check your subordinates' motivation and physical and mental condition.

Fatigue and anxiety that are often overlooked in daily work can be addressed early through careful listening during conversations. If small signs such as "I can't get motivated" or "I can't concentrate" are left unattended, they may lead to significant performance decline or turnover risk.

Check their condition along with their work situation, and consider reducing their workload or improving their environment as needed.

▼ Key Points for Listening

Feedback to Supervisors and the Organization

In 1-on-1 meetings, let's receive frank opinions from subordinates about supervisors and how the organization should be.

By receiving feedback on management methods and departmental operational systems, it leads to mutual improvement.

Opinions that are difficult to convey directly during daily work are more likely to emerge precisely because 1-on-1 is a closed setting. If you demonstrate an attitude of accepting even harsh criticism and applying it to improvements, you can further enhance the trust relationship.

▼ Key Points for Listening

Things to Be Mindful of When Having 1-on-1 Meetings

To conduct 1-on-1 meetings effectively, not only is choosing the right theme important, but the way you proceed is also crucial.

The following points should be kept in mind to deepen the dialogue:

• Value an attentive listening attitude

• Create an atmosphere where people feel comfortable speaking

• Address both short-term tasks and long-term career development

• Draw out concerns and needs through in-depth questions

• Keep records and connect them to the next meeting

• Thoroughly manage time

• Be conscious of two-way feedback

Each of these will be introduced in detail.

Value an Attentive Listening Attitude

Rather than talking one-sidedly, it is most important to listen carefully to your subordinates' voices.

If you interrupt their words midway or rush to conclusions, their true feelings may not emerge and there is a risk of damaging the trust relationship.

By listening to the other person's words until the end and asking questions while showing empathy, you can understand the essential issues.

▼Examples of NG behaviors that hinder active listening

For communication methods with subordinates outside of 1-on-1 meetings, please refer to the following article for detailed explanations.

Related article: How to Communicate with Subordinates? Explaining Key Points and Precautions

Creating an Atmosphere Where People Feel Comfortable Speaking

To make one-on-one meetings effective, it's important to create an atmosphere where subordinates feel comfortable speaking.

By being conscious of creating a relaxed environment rather than a stiff atmosphere, you can draw out concerns and opinions that don't easily come up in daily situations.

Sometimes incorporating casual conversation is also effective, but rather than forcibly delving into private matters, proceed while observing the other person's reactions.

▼Examples of NG behaviors that undermine a sense of security

Address Both Short-term Tasks and Long-term Career Development

It's important to incorporate discussions about your subordinates' future careers, not just the progress of immediate tasks.

If you only address short-term work challenges, you'll end up with ad-hoc solutions that are unlikely to improve your subordinates' motivation. On the other hand, if you focus solely on career discussions, there's a risk of ending up with idealistic talk that doesn't connect with daily work.

By finding and linking elements in current work that connect to future career development, subordinates can feel a stronger sense of meaning in their work.

Draw Out Concerns and Needs with In-Depth Questions

To make one-on-one meetings fruitful, be conscious of delving deeper into your questions.

Abstract inquiries like "How have you been lately?" make it difficult for subordinates to articulate specific issues, and often the meeting ends up being just small talk or reporting.

By asking more probing questions such as "What aspects are difficult to work with?" or "Which parts are taking up the most time?", issues that even the person themselves hadn't noticed will come to light.

▼ Specific Question List

Keep Records and Connect to the Next Session

To continuously achieve results from 1on1 meetings, record the content of your conversations and apply them to the next session.

If you just talk and leave it at that, issues and goals will remain vague and drift away. In your notes, it's effective to briefly record not only the content of issues but also the agreed-upon action plans and direction of support.

▼ Tips for Keeping Records

Thoroughly Manage Time

1-on-1 meetings are valuable time for building trust with subordinates, but if conducted without being conscious of their purpose, there is a risk they may end up as mere small talk or, conversely, consist only of work reports.

Especially as 1-on-1 meetings accumulate, be careful as the content tends to become lax. To make the time fulfilling, it is effective to share a rough outline of the topics to be discussed before starting.

By being conscious of time allocation in advance, you can address high-priority themes even within limited time. Time management can be considered fundamental to continuing meaningful dialogue.

Be Conscious of Bidirectional Feedback

To make one-on-ones effective, it's important not to make feedback a one-way street.

Not only should you ask for your subordinate's opinions, but how you receive that content and reflect it in your actions will determine the level of trust.

Even when receiving criticism that's hard to hear, if you show gratitude without denying it and communicate what improvements you'll make, you can build a truly bidirectional relationship rather than just a superficial one.

Furthermore, by recording the feedback you receive without forgetting it and sharing the actual improvements at the next one-on-one, you can deepen the trust relationship with your subordinates even more.

However, you don't need to accept all opinions as they are; it's important to select those that are feasible or align with organizational policies and put them into action.

[By Job Type] Specific Examples of What to Discuss in 1-on-1 Meetings

The topics covered in 1-on-1 meetings vary in emphasis depending on the job type.

In this chapter, we will introduce specific examples for the following job types:

• Sales

• Engineers

• Planning/Marketing

• Administrative

• Human Resources

We will introduce specific question lists that you can use immediately, so please feel free to incorporate them yourself.

Sales

In one-on-one meetings with sales staff, not only should you check progress toward goal achievement, but you should also delve deeper into customer service strategies and challenges in business negotiations. By listening to voices from the field, you can provide effective support and improvement measures.

▼Specific Question List

Engineers

It's effective to ask not only about the ease of progressing with development work and technical challenges, but also about the state of collaboration with the team. For engineer members, focus not just on immediate task management, but also on work comfort and satisfaction.

▼Specific Question List

Planning & Marketing

In one-on-one meetings with planning and marketing team members, in addition to reviewing the effectiveness of initiatives and brainstorming new ideas, it's important to confirm their methods of information gathering and the ease of coordination with other departments.

Rather than evaluating solely based on numbers, focus on how to create an environment where they can demonstrate their creativity and coordination skills.

▼Specific Question List

・How do you evaluate the results of initiatives you've recently worked on?
・Where do you think the causes lie for initiatives that didn't go as expected?
・Are there any new projects or initiatives you'd like to try?
・Are there any difficulties you're experiencing in collaborating with other departments?
・Is there anything you'd like to improve regarding your research methods?

Administrative Staff

In one-on-one meetings with administrative staff members, it's important to check on their daily work efficiency and workload, and to think together about support that can lead to improvements. Since ingenuity and areas for improvement in administrative work are often difficult to see, picking up on small voices can greatly enhance workplace comfort.

▼Specific Question List

Human Resources

In one-on-one meetings with HR, it is important to confirm issues across a wide range of operations including recruitment, training, and organizational management.

Since they are also in a position to gather feedback from members, carefully listen to the burdens they themselves are feeling.

▼Specific Question List

Steps to Conduct a 1-on-1

To prevent 1-on-1s from becoming a mere formality, it's necessary to devise ways to proceed.

1-on-1 meetings should be conducted following these steps:

1. Prepare in advance

2. Proceed with the 1-on-1 with an emphasis on dialogue

3. Record and share the content

Let's take a closer look at these three steps in detail.

1. Conduct Advance Preparation

Advance preparation is extremely important for one-on-ones. If you neglect preparation, the meeting will end up being just small talk or work reports, and you won't be able to make it a meaningful time.

The key points for advance preparation are summarized below.

By thoroughly implementing such preparation, one-on-ones transform from a formalistic time into a place that supports subordinates' growth.

2. Proceed with the 1-on-1 meeting with an emphasis on dialogue

Once you begin the 1-on-1 meeting, proceed while being conscious of dialogue based on the agenda you prepared in advance.

The key is to proceed while referring to the points mentioned earlier about what to be mindful of when talking in 1-on-1 meetings.

Also, rather than simply accepting the other person's answers as they are, you will likely gain new insights by delving deeper with follow-up questions.

3. Record and Share the Content

Finally, let's record the content from the 1-on-1 meeting and utilize it for future sessions.

By keeping brief notes of what was discussed and the agreed-upon action plans, you'll be able to track progress.

Additionally, it's advisable to share these records with your subordinates as well. If both parties can review the content, it will prevent misunderstandings and increase their sense of ownership in taking action.

Make Your 1-on-1s More Effective with 'Rimo Voice'

The key to making 1-on-1s more effective is utilizing tools that can streamline the review process.

With 'Rimo Voice', you can automate meeting minutes creation, allowing you to focus on dialogue with your subordinates during meetings without being distracted by recording tasks. The content is automatically transcribed and summarized, and even action plans are automatically generated, making it easy to move on to the next steps.

Additionally, by utilizing the AI chat function, it's possible to create agendas after reviewing the content of your 1-on-1s.

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Normally, you would need to review the previous meeting minutes, extract issues and progress from them, and then create an agenda. With 'Rimo Voice', you can automate the agenda creation process as well, allowing you to conduct 1-on-1s efficiently.

'Rimo Voice' offers a free trial. Please give it a try and experience it for yourself.

Build Trust with Your Subordinates Through 1-on-1s and Drive Organizational Growth!

1-on-1s are important meetings that build trust with subordinates and promote organizational growth through career support and problem-solving.

Feeling like there's nothing to talk about is caused by lack of preparation or absence of trust, and can be resolved by devising appropriate theme-setting and meeting approaches.

Additionally, by continuing to keep records and reflect on meetings, 1-on-1s won't become mere formalities but will remain meaningful occasions. Accumulate daily 1-on-1s and aim to build a strong organization.