I've always been stunned how few tech companies and startups do 1 on 1s. It's the single, easiest way to surface a lot of this. As long as you don't completely ignore what's brought up in them, you'll get in front of a lot of trouble.

@abdinoor - what tactics do you use to get in front of these issues?

@jevanish you're right about the one-on-ones being the easiest way. But just doing the meeting is not enough. You would be surprised how many managers walk into a 1:1 with no agenda and are just asking "What's up?"

It is also not enough to just talk about the day-to-day. The 1:1 is not a smaller standup meeting. Just because there is "nothing on your plate" does not mean you skip the 1:1.

I generally prepare by reviewing notes from previous meetings and any goals that we have set together. Also bring a number of questions about company direction, transparency, colleagues, etc. Over the course of many 1:1s I can build a pretty comprehensive understanding of what makes this person tick and how they feel about their work and colleagues.

fwiw in one on ones I go over all the tasks/responsibilities of the next position above them, and we see if they did any of those kind of tasks in the last sprint. If they did we record them. We also look if there are any opportunities to do tasks in the next level above as well so they can be assigned that work in the next sprint. That waY i can make a strong argument when the person is ready for a promotion too.