What to Say in a First 1:1 With an Employee

Your first 1:1 with an employee is a chance to learn about their work and explain how you will work together. You do not need a polished speech. Prepare a few useful questions, make space for the answers, and leave with a clear next step. Be ready to hear something you did not expect.

Prepare before you meet

Review the person's role, current responsibilities, and any commitments you already know about. Separate what you have observed from what you have heard from others. Leave room for the employee to explain their experience in their own words.

Choose a setting where you can pay attention and discuss work without unnecessary interruptions. For a remote meeting, check that both of you can hear and speak comfortably. Share a short purpose in advance so the employee can bring questions or topics that matter to them.

Explain the purpose in plain words

Start by describing what you hope to learn and how the time can be used. Make it clear that the employee can add to the agenda. If you are their new manager, acknowledge that you are still learning the team and its work.

Try saying
I want to understand your work, what is going well, and where you need support. What would make this conversation useful for you?

Give them time to answer. If they are unsure, offer a work-related starting point, such as a current assignment or an upcoming deadline. Keep the conversation comfortable enough for them to think before replying.

Learn how the work really happens

Ask what they are responsible for, which tasks need the most attention, and where they depend on other people. Listen for competing priorities, unclear expectations, or work that is regularly interrupted. Ask for a concrete example when you need to understand a pattern.

Find out what is working well too. There may be routines, relationships, or resources that help them do the job. Before suggesting a change, understand what the current approach makes possible and what it costs in time or effort.

Try saying
Talk me through a recent piece of work. Where did things go smoothly, and where did you have to work around a problem?

Ask what they need from you

Ask how they prefer to receive routine updates and raise an urgent issue. Discuss any communication needs that would help you work together. Explain when you are usually available and how to reach you when a decision cannot wait.

Check whether they need more clarity, access, time, practice, or a decision from you. Ask what they have already tried. If they want to learn a new part of the work, explore what experience and support would help them start. Make promises you can follow through on.

Explain your role and invite questions

Share how you expect priorities to be discussed and how changes will be communicated. Talk about what you can decide and where another person or process is involved. When you are unsure of an answer, identify how you will check it and when you will respond.

Ask whether anything in your expectations seems unclear or difficult to put into practice. A concern about workload or timing deserves attention before it becomes a missed commitment. Be willing to revise an instruction that is incomplete or unrealistic.

Handle sensitive topics carefully

Let the employee choose how much personal context to share. Keep your questions focused on the work and the support they are asking for. Explain how you will handle a concern and who may need to help before promising an outcome.

Check your company's HR policy for anything about pay, discipline or leave.

Use your organization's approved process when a topic needs specialist support. Avoid promising complete confidentiality when you may need to involve someone else. Keep notes focused on agreed work actions and necessary follow-up, and follow your workplace's rules for storing them.

Finish with a small, clear agreement

Summarize what you heard and ask the employee to correct anything you missed. Choose the actions that matter most. Name who owns each one, when it is due, and what help is needed. Include your own commitments.

Try saying
Here is what I am taking forward. What are you taking forward, and when should we check back?

Agree on the next meeting and invite topics in advance. Follow up when you said you would, even if your update is that an answer is still pending.

Find more starting lines on the free manager scripts page.

For reusable meeting tools, explore The Follow-Through 1:1 Kit.