Empowering Employees through One-on-Ones

Dorianne McKenzie
Jun 27
2 min read

Updated: Jul 14

Weekly one-on-one meetings shouldn't feel like performance interrogations - or worse, like dead time on the calendar. When done right, they're a high-value check-ins that fuels progress, strengthens relationships and drives alignment. But here's the twist: the best one-on-ones aren't owned by the manager. They're owned by the employee.

Employee-powered one-on-ones drive engagement and results

Empowering employees to lead their own one-on-ones is the most effective way to build accountability, confidence, and clarity - all while lightening the load on people leaders.

One-on-Ones Belong to the Employee

The most effective enablement doesn’t come from top-down control—it comes from giving people ownership. Shift the mindset: the employee runs the 1:1, not the manager.

This encourages:

Proactive thinking
Better preparation
Greater engagement and self-leadership

And it sends a clear message: You’re not waiting for feedback—you’re leading your development.

Agenda Setting: No Surprises, More Focus

Encourage employees to send an agenda 24 – 48 hours in advance. It should include:

Quick status updates
Discussion topics
Key questions
Links to any pre-reading or decisions needed

This not only sets the tone but ensures the meeting starts with intentionality, not catch-up. Managers come prepared, too—everyone’s time is better spent.

Meeting Flow: Connection, Clarity, and Action

A well-run, employee-led one-on-one has structure but still feels human. Suggest this flow:

Start with a quick personal check-in – Build trust and rapport.
Review agenda items/questions – Get the practical out of the way.
Clarify what support is needed – Remove blockers, not micromanage.
Align on next steps – Confirm ownership and timelines.

This keeps the meeting clear, collaborative, and coaching-focused—not reactive.

Conclusion: Empowered People Drive Better Results

When employees own their one-on-ones, the dynamic shifts from passive reporting to active progress. It reinforces a growth mindset. It builds confidence. And most importantly, it keeps both sides focused on what matters: clarity, development, and action.

Because in enablement, giving people tools is great, but teaching them how to lead? That’s transformational.