Most one-on-one meetings are status updates disguised as development conversations. “How are your projects going?” “Any issues I should know about?” “Let me know if you need anything.” Check the box, schedule next month, repeat the pattern. People leave feeling heard but not helped.
EOS one-on-ones work differently. They’re development engines, not information exchanges. Growth laboratories, not status warehouses. When done right, they transform both performance and potential through systematic investment in human capability.
The Development Opportunity Hidden in Plain Sight
One-on-ones are your highest-leverage development tool. Unlike group settings where quiet voices disappear, one-on-ones give everyone space to be heard. Unlike training programs that teach abstract concepts, one-on-ones address specific, immediate growth needs.
Yet most leaders squander this opportunity. They use precious face time for updates that emails could handle. They ask generic questions that produce generic answers. They miss the chance to build capability while maintaining relationship.
EOS provides the structure to transform one-on-ones from administrative overhead into developmental advantage. Same time investment, dramatically different returns.
Structure That Serves Development
Random conversations rarely drive development. People share what’s comfortable, avoid what’s challenging, and leave without specific growth plans. Structure creates space for uncomfortable but useful discussions.
Start with personal check-in, but go deeper than “How was your weekend?” Ask about energy levels, life challenges, and personal goals. People’s outside lives affect inside performance. Understanding the human enables developing the professional.
Review their individual Scorecard numbers next. Not just whether they’re on track—trends, patterns, correlations. What does the data reveal about their capabilities? Where do numbers suggest development opportunities? Let metrics guide growth conversations.
Rock progress comes third. How are they advancing their quarterly priorities? What obstacles need removing? Which skills would accelerate progress? This connects development to immediate business needs.
Use EOS One to track development commitments separately from business To-Dos. “Complete conflict resolution training by month-end” is personal growth, not project management. Both matter; don’t conflate them.
The GWC Development Framework
Every development conversation should reference GWC: Get it, Want it, Capacity to do it. This framework reveals whether someone needs skill development, motivation adjustment, or role modification.
“Get it” gaps require understanding development. They don’t grasp the role requirements, company culture, or strategic direction. This isn’t stupidity—it’s misalignment that coaching can fix. Use one-on-ones to build comprehension.
“Want it” gaps need motivation exploration. They understand what’s needed but lack drive to deliver. This might mean role mismatch, unclear purpose, or personal circumstances. One-on-ones provide safe space for honest discussion.
“Capacity” gaps demand skill building or role adjustment. They want to succeed and understand requirements but lack capability. Development plans or accountability modifications solve this. One-on-ones become coaching sessions.
Track GWC evolution in your one-on-ones. Is understanding improving? Is motivation increasing? Is capacity building? These trends predict performance better than most metrics.
Career Development That Actually Develops
Most career conversations stay theoretical. “Where do you want to be in five years?” generates vague responses that produce no action. Effective development connects current capabilities to future opportunities specifically.
Use your Accountability Chart as career roadmap. Which seats could they grow into? What capabilities would enable promotion? How do current accountabilities prepare for future ones? This concrete connection makes development purposeful.
Create development Rocks each quarter. “Complete advanced Excel certification to prepare for analyst role” or “Lead cross-functional project to build leadership experience.” These Rocks make development measurable, not just hopeful.
Track development progress like any other Rock. Are people completing growth commitments? Are skills improving? Are promotion readiness increasing? What gets measured gets developed.
Build 30-60-90 day development check-ins. What skills will they build this month? This quarter? This year? Regular milestones create momentum and accountability for growth.
Performance Coaching Through Problems
One-on-ones provide perfect venues for performance coaching. Not annual review surprises—weekly coaching that prevents problems and builds capability. Address issues while they’re small and solvable.
Use the IDS process for performance discussions. What’s the real issue? Why is it happening? What solutions could work? This structured approach prevents blame while driving improvement. Focus on solving, not scolding.
Connect performance gaps to development opportunities. Struggling with presentations? That’s a skill-building opportunity. Missing deadlines? That’s a time management development need. Reframe problems as growth chances.
Document performance coaching in EOS One. What issues surfaced? What commitments were made? What progress occurred? This tracking ensures coaching conversations drive real change, not just temporary awareness.
Create performance improvement Rocks when needed. “Improve presentation skills through Toastmasters participation” or “Implement time management system reducing missed deadlines 80%.” Make improvement specific and trackable.
Feedback That Flows Both Ways
Great one-on-ones aren’t monologues—they’re dialogues. Yes, provide feedback downward. But also request feedback upward. How can you better support their success? What obstacles need removing? What leadership improvements would help?
Model vulnerability by sharing your own development areas. “I’m working on being more decisive in meetings. Let me know when you see me overthinking decisions.” This creates safety for their honesty.
Ask about team dynamics. How are relationships with colleagues? Where do they see collaboration opportunities? What team tensions need addressing? One-on-ones reveal team health issues before they explode.
Use feedback to improve your leadership. Track themes across one-on-ones. Are multiple people requesting the same support? Facing similar obstacles? Needing comparable development? Patterns guide leadership improvement.
The Privacy Advantage
Some conversations need confidentiality. Personal challenges affecting work. Concerns about colleagues. Career aspirations that aren’t ready for public discussion. Private spaces enable honest conversations.
EOS One’s private teams feature creates secure environments for sensitive discussions. Not everything belongs in group Level 10s. Some development needs private processing before public action.
Use privacy thoughtfully, not secretively. Explain why certain conversations stay confidential. Build trust through appropriate discretion. Privacy enables honesty; secrecy destroys it.
Document private conversations carefully. What can be shared? What stays confidential? Clear boundaries prevent accidental breaches that damage trust permanently.
Frequency That Drives Development
Monthly one-on-ones arrive too late to matter. Quarterly sessions feel like performance reviews. Weekly meetings maintain momentum while respecting busy schedules. Biweekly splits the difference for senior roles.
Consistency matters more than frequency. Better to meet biweekly religiously than weekly sporadically. Development requires sustained attention, not intense bursts followed by neglect.
Create one-on-one Rocks for consistency. “Complete all scheduled one-on-ones with 95% attendance” or “Maintain weekly development conversations with each direct report.” What gets scheduled gets done.
Track one-on-one effectiveness through engagement metrics. Do people look forward to sessions? Request additional time? Follow through on commitments? High engagement indicates development value.
Making Development Stick
Development discussions mean nothing without follow-through. Create specific commitments, track progress, celebrate advancement. Turn conversations into capabilities through systematic execution.
Use To-Dos to capture development commitments. “Read leadership book by next meeting” or “Practice presentation skills with safe audience.” These commitments bridge conversations to capability building.
Review development progress in subsequent one-on-ones. What did they learn? How did they apply it? What’s next in their growth journey? This follow-through proves development matters, not just sounds good.
Create development celebration moments. When someone completes a challenging growth Rock, recognize publicly. When skills noticeably improve, acknowledge progress. Recognition reinforces development culture.
Building Your Development Engine
Transform your one-on-ones from status meetings into development sessions. Use structure, focus on growth, maintain consistency. Investment in people pays compound returns.
Start with one improvement to your one-on-one process. Maybe it’s better structure. Perhaps it’s development focus. Could be increased frequency. Pick one enhancement and implement systematically.
Create a Rock around one-on-one excellence. “Achieve 8+ effectiveness ratings on all one-on-ones” or “Complete development plans with 100% of direct reports.” Make people development as important as any business objective.
Great one-on-ones don’t happen by accident. They result from intentional structure applied consistently over time. Build your people development engine. Watch capabilities compound across your organization.
People development isn’t HR’s job—it’s leadership’s opportunity. Use your one-on-one time to build capabilities that serve both individual growth and organizational success. When people develop, everything else develops too.
