Reflecting on career conversations this year, I’ve repeatedly heard people say they rarely get one-on-one meetings with their boss. Comments like these are far too common:
“They always get cancelled.”
“I only have them when they have something to discuss with me.”
“The executive team expect us to be self-starters.”
The result can be that employees muddle through their work, feel unsupported and turn to peers to vent which ultimately impacting productivity and engagement.
Yet one simple, regular, scheduled meeting can make all the difference. It’s not just a cornerstone of effective leadership but also a critical tool in fostering psychological safety—a key element in building trust, clarity, and connection.
Psychological Safety Starts with One-on-Ones
In today’s workplace, psychological safety is non-negotiable. A consistent one-on-one meeting creates a space where employees feel heard, valued, and supported. Research consistently shows that psychological safety drives engagement, innovation, and retention. But how can you, as a leader, actively foster it?
Consider these critical questions:
- Do your employees feel they can speak openly without fear of judgment?
- Are you addressing their concerns about stress, workload, or conflicts?
- Have you created a safe space for them to discuss personal challenges that might affect their work?
The regular one-on-one is the best way to answer these questions affirmatively. It’s where leaders can listen deeply, address challenges proactively, and create a culture of mutual respect.
Prioritizing your people over the client
In highly customer-centric environments, it can be tempting to prioritize client meetings over team interactions. But even Virgin, one of the most customer-focused brands, flips the script:
“Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.”
— Richard Branson
Time is a finite resource, especially during challenging periods. With deadlines and crises piling up, the one-on-one can feel like a luxury. Yet deprioritizing it can lead to unintended consequences: missed opportunities for problem-solving, reduced engagement, and strained relationships.
Common Excuses from Managers — and Why They Don’t Work
“It’s only set up when there’s something to discuss.”
This approach creates fear. If every meeting is tied to a problem or robust discussion, employees may withhold non-urgent but important questions to avoid disrupting you. Some of the most valuable one-on-ones happen without a formal agenda—allowing trust to deepen and fostering open communication.
“It’s set up when I have time in my diary.”
This sends a clear message: “My time is more important than yours.” Scheduling one-on-ones should be a collaborative effort to ensure equal respect for everyone’s time.
“I only have them for new employees or performance issues.”
Even senior employees need connection and coaching. The most experienced athletes still rely on coaches to refine their performance. As a manager, you’re also a coach—and one-on-ones are pivotal in inspiring your team and ensuring psychological safety.
The One-on-One: More than a work meeting
One-on-ones go beyond work-related tasks. They’re an open forum for employees to share feelings, discuss development goals, and raise concerns. Yes, they can feel awkward—especially without a rigid agenda—but that’s where the magic happens. It’s in these moments that trust is built, ideas flow, and solutions emerge.
10 Principles for Building Psychological Safety Through One-on-Ones
- Schedule Regularly: Agree on a set day, week, and time each month that works for both you and your employee. This creates a sense of mutual respect.
- Always Reschedule if Cancelled: If a conflict arises, don’t just cancel—find a new time.
- Ask before cancelling due to you not having agenda items: If you’re tempted to cancel due to a lack of topics, check with your employee first. They may have items to discuss.
- Align with Goals: Use a flexible agenda that ties discussions to KPIs and company purpose, while allowing the employee to take the discussion lead.
- Start with a Check-In: Take a moment to gauge their mood and ask how they’re doing. This small gesture builds trust and safety and ensures you are mindful of their mental health.
- Treat It Like a Business Meeting: Document important discussions, set action items, and follow through.
- Be Creative with the Format: Adapt to the person’s preferences—try walking meetings, coffee chats, or virtual calls for remote employees. Research shows remote workers often face more stress, making these meetings crucial.
- Set Boundaries: Be mindful not to adopt a therapist role. While emotional support is part of leadership, maintain professional boundaries and direct employees to appropriate resources if deeper issues arise.
- Avoid Information Silos: Ensure that key updates or decisions discussed in one-on-ones are communicated transparently in team meetings to prevent misunderstandings or hearsay.
- Prepare Thoughtfully: Approach the meeting with the same seriousness as any business discussion. People First business is still business.
Final Thoughts
In a previous role, we surveyed staff post-COVID to identify what employees wanted in their work experience. The overwhelming response was that employees want to feel heard and see action taken based on their feedback. This ties back to the findings in Hugh Mackay’s A Good Life: the key to fulfillment is being taken seriously and having our opinions and feelings acknowledged.
If there’s one simple action to boost your team’s engagement in 2025, it’s this: schedule those one-on-ones. Use them to create a culture of psychological safety, where your team feels comfortable sharing their thoughts, challenges, and successes. It’s a small investment of time with the potential for transformative results.
