How to Run Effective Weekly Catch-Ups with Your Direct Reports
Why great leaders prioritise one-on-one time and how to make it count
Managers are probably the most time poor people in any organisation but the weekly catch-up is much more than a managerial ritual, it’s a strategic leadership practice. When done well, these one-on-one conversations foster trust, alignment, and performance. When done poorly, or skipped altogether, they can lead to disengagement, miscommunication, and missed opportunities.
Drawing on insights from contemporary leadership thinkers like Kim Scott (Radical Candor), Liz Wiseman (Multipliers) and Patrick Lencioni (The Advantage), this article explores how senior managers can structure and lead weekly catch-ups that actually make a difference.
Why Weekly Catch-Ups Matter
Weekly one-on-ones are more than just a calendar item, they are an investment in your people. Here’s what the research and experience tell us:
- Trust and psychological safety: Kim Scott’s Radical Candor framework emphasises that regular, candid conversations build the kind of trust that allows people to speak openly, take risks, and grow. These meetings are where you show you care personally while challenging directly.
- Clarity and alignment: Patrick Lencioni argues that organisational health depends on clarity. Weekly catch-ups are a prime opportunity to reinforce priorities, clarify expectations and ensure alignment across teams and functions.
- Capability and growth: Liz Wiseman’s research shows that great leaders amplify the intelligence of their teams. Weekly conversations help you coach, challenge, and stretch your people. They are about turning potential into performance.
In short, weekly catch-ups are where culture is developed, strategy is reinforced and performance is shaped.
The High-Impact Weekly Catch-Up
A good weekly catch-up is structured but flexible. It should feel like a conversation, not a checklist. Here’s a simple framework that works:
1. Check-In (5 minutes)
Start with a genuine personal check-in. Ask how they’re going, professionally and personally. This isn’t small talk; it’s about building connection and trust.
Tip: Use open-ended questions like “What’s been the highlight of your week?” or “What’s been challenging lately?”
This part of the conversation helps you tune into their emotional state, energy levels and overall wellbeing. It’s also a subtle way to reinforce that you see them as a whole person, not just a performer.
2. Progress and Priorities (10 minutes)
Review progress on key tasks or goals. What’s been achieved? What’s still in motion? What’s shifted?
Tip: Focus on outcomes, not just activity. Ask “What impact did that have?” or “What did you learn from that?”
This is your opportunity to reinforce strategic priorities and ensure alignment. It’s also a chance to celebrate wins and acknowledge effort.
3. Roadblocks and Support (5 minutes)
Explore what’s getting in the way. Are there bottlenecks, resource gaps, or decision delays?
Tip: This is your chance to be a multiplier. Ask “What do you need from me to move forward?” or “Is there anything I can unblock for you?”
This part of the conversation is where you demonstrate your value as a leader, not by solving everything yourself, but by removing friction and enabling progress.
4. Development and Feedback (5 minutes)
Talk about growth. What skills are they building? What feedback do they need? What feedback do you have?
Tip: Kim Scott’s Radical Candor model encourages you to “care personally and challenge directly.” Be honest, kind, and specific.
This is also a great time to explore career aspirations, stretch assignments, or learning opportunities. Don’t wait for the annual review, development should be a weekly conversation.
5. Wrap-Up and Next Steps (5 minutes)
Summarise key takeaways and agree on next steps. Confirm priorities for the week ahead and any follow-ups.
Tip: End with a question like “Is there anything we didn’t cover that you’d like to talk about?”
This helps ensure clarity and accountability. It also reinforces that the conversation is a two-way street.
Common Pitfalls to Avoid
- Turning it into a status update: This isn’t a project meeting. Keep it focused on the person, not just the work.
- Skipping the human element: Don’t underestimate the power of a genuine “How are you?”
- Being inconsistent: Cancelling or rescheduling too often sends the message that the person isn’t a priority.
- Over-coaching or under-coaching: Strike a balance between support and autonomy. Let them lead the conversation sometimes.
Making It Stick
To embed weekly catch-ups start by blocking time in your calendar for each of your direct reports. Treat this time as sacred, and don’t reschedule unless absolutely necessary. Consistency builds trust. Tailor the format to suit each individual: some team members thrive with structure, while others prefer a more relaxed flow, so adapt your style accordingly.
Final Thought
As Liz Wiseman reminds us, “the best leaders aren’t know-it-alls, they’re learn-it-alls”. Weekly catch-ups are your chance to learn, connect, and lead with intention. They’re not just a meeting, they’re a leadership practice. So next time you sit down with a direct report, remember that it’s not about ticking a box. It’s about building relationships and a team that thrives.
Are you ready to take the next step? Your team and your organisation will thank you. Let’s chat. Reach out to The Workplace Coach today and explore how coaching can elevate your leadership and help you really connect with your team.
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