As a design leader, I see 1:1s as one of the most important tools I have for supporting growth, building trust, and making space for honest conversations.
The frameworks below are devoid of subject matter, individual nuances, or changes based on job level within the IC or Manager roles. Those are applied quickly as I get to know people. Most importantly, these are framed for instrospection and support, which are going to be critical to teams adapting design methodologies to leverage AI-driven tooling and processes. Managing the people in an age of dynamic change will require rigorous transparency to assure their growth.
So, every 1:1 starts the same way:
“What’s on your mind?”
I picked this up over the years as a way to signals to the team that this time is for them to check in and surface what matters, not for me to lecture. I try to create a conversation that’s focused and frank while still being supportive.
1:1s With Individual Contributors
Focus: Growth, coaching, connection
With ICs, the goal is to support their development, not just as designers and collaborators, and open the door to explore leadership.
Once we open with “What’s on your mind?”, I listen closely. If they bring up a challenge, something they’re stuck on, a tough dynamic, or something that just feels off, we’ll explore it together:
- “What have you already tried?”
- “What would a good outcome look like?”
- “What kind of support would be helpful from me?”
If the conversation turns toward wins, I look for ways to stretch them like leading critique instead of participating, mentoring a peer instead of commenting, or sharing work with a broader audience. These moves help ICs build confidence and influence within their role.
About once a quarter, I’ll zoom out and dig into broader scope of career development:
- “What kind of work do you want more of?”
- “What’s a skill you’re trying to build?”
- “What do you want to be known for in a year?”
We’ll turn those answers into tangible next steps that they can own with support from me where needed.
At the end of each 1:1, I ask one more question:
“What’s something I could be doing better to support you?”
As a manager, it is critical to model this kind of invitation for input. I expect my team to take feedback and I set the bar by inviting it myself. It’s also critically important to monitoring my successes and weaknesses as a manager.
1:1s With Managers
Here’s how I would support the same framework for Managers.
Focus: Leadership, team health, operational support
The opening is the same, “What’s on your mind?” I expect managers to come with issues in hand. Some weeks it’s about a struggling team member. Other weeks it’s delivery risk, team morale, hiring, or areas of personal development like confidence in their own handling of a team issue.
I’ll ask questions to help them reflect and act:
- “Is this a person issue, a process issue, or a pattern?”
- “Where are you tempted to step in? Where might you step back?”
- “What would it look like to lead this change yourself?”
If they’re struggling to get value from their own 1:1s with their reports, we’ll talk about structure of those sessions, then dig in to ways to establish trust and provide coaching. I want them to know they have my support in managing tough conversations.
And just like with ICs, I ask for feedback at the end:
“What should I be doing differently to support you as a manager?”
Similarly, I’m modeling the behavior I want to see and establishing the expectations that feedback can always be given and received.
Why It Works
With ICs, I focus on their skill growth. With managers, I focus on helping them lead better. In both cases, I’m there to listen, coach, and adapt. And I always ask for feedback, because I’m still learning, too. 1:1s establish a feedback loop that is one of the most powerful levers we have to grow our people, our practice, and ourselves. Done right, it’s a meeting we’re looking forward to when the time comes!