I am about to begin 1o1s for the first time in my new role next year, however, I have 22 staff who will need to be scheduled. This means there is no way I can conduct regular weekly or even bi-weekly sessions, however, I am still committed to the process

I was thinking about delegating a number of 1o1s to more experienced/senior staff to assist with this process. Maybe 1/3 each in order to allow for more frequent 1o1s to occur.

Also, are there any workplaces/cultures where 1o1s are not appropriate? e.g Schools

I would really appreciate some feedback on whether other managers would  recommend or support this approach please.


Kind Regards,



ehyde111's picture


I recommend keeping the o3s to yourself.  Even if the staff are senior, there will be some issues that will not be discussed because the meeting is not with the boss.  Based on the numbers, I do you think you can schedule bi-weekly meetings.  With that many people, you may find that some of the o3s run short, giving you a bit of your time back.  Even if that is not the case, your time investment is worth it.

Best of luck.  Roll them out in a staff meeting.  Be open about your intent, but, also about your concerns.  Perhaps have a brainstorming session about how you are going to schedule this most important of meetings. 

Your second question: "Also, are there any workplaces/cultures where 1o1s are not appropriate? e.g Schools"  I think they are appropriate in Schools -- any knowledge work position for sure.  I would have to think hard if you were managing in food service, supermarket, mini-mart, etc -- that type of role.  That doesn't appear to be the case here, though.


Mark_Phillips's picture

Hi Chris,

Thank you for your advice, I am openly concerned about the time commitment, but see the value in 1o1s.

I think a brainstorming session would work well with teachers, they would certainly want some input into how the 1o1s are scheduled.

Thanks again,



tlhausmann's picture
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Make every effort to stick with the weekly meetings...that is the general guidance from MT.

When I stopped weekly O3s for a short time (to wrap up annual review meetings) the interruptions *increased*. I mistakenly believed that I would have large block of free time. Instead, I was interrupted by calls or activities that would normally be handled by O3 meetings.

Further, I have discovered that when an O3 meeting is less frequent the meeting becomes more of a project or status update meeting...and the purpose of the O3 is much deeper than that.

mauzenne's picture
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Remember, the purpose of O3s is to build relationships between YOU and your directs.  You can't delegate the O3s without throwing out their fundamental purpose.

We know MANY managers with 20+ directs that conduct O3s with each of their directs, every week.  It can be done.  That said, if time is an issue, we recommend you go to every other week with your directs.  

One note .... I've said all this assuming that your write the review of those 22 folks.  If there are subordinate managers to whom those folks report, the subordinate managers conduct the O3s.  Again, the key question we always ask, "Who writes the employee's review?"

Best Regards,

Mark_Phillips's picture

Thank you all for your feedback.

Based on this I will not be delegating the 1o1s at all but be keeping them firmly in my role responsibility.

Time is an issue, so I think bi-weekly will have to be the format with a review after a month to see if we can move to weekly 1o1s.

I will be writing appraisals, so  the 1o1s stay with me. I am glad I asked the question here first.

I have only just discovered this site and, have recommended it to several of my colleagues. Keep up the good work everyone!!