One-on-one meetings have long been a staple of workplace communication. They’re seen as opportunities to build trust, address challenges and provide personalized feedback. But as organizations focus increasingly on optimizing productivity, it’s worth asking whether these meetings are delivering real value—or if they’ve become another form of calendar clutter. So, should leaders rethink their reliance on one-on-ones or even cancel them altogether?
A recent Fortune article highlighted Airbnb CEO Brian Chesky’s decision to avoid traditional one-on-one meetings with his team. While Chesky isn’t anti-meeting, he finds recurring one-on-ones ineffective. According to him, they often become unproductive, veering into personal grievances or unfocused conversations. Instead, he prefers a more agile communication style, relying on quick calls or messages for updates and reserving private discussions for genuinely sensitive matters. Chesky’s approach raises important questions for leaders everywhere. Are one-on-ones really the best use of time? And if not, how can we ensure communication remains effective without them?
Kalu Nduka, a lecturer of business and management at Oxford Business College in the UK, also questions the utility of recurring one-on-ones. “The idea of frequent one-on-one meetings assumes that employees need constant handholding, which isn’t always true,” Nduka said to me in an interview. He subsequently noted that poorly executed one-on-ones can create dependency, fostering a culture where employees rely too heavily on managers for guidance instead of developing autonomy.
The Problem with Traditional One-on-One Meetings
The traditional one-on-one meeting is often criticized for its lack of structure. Without a clear agenda, these conversations can easily drift into status updates or vague discussions, leaving both parties feeling like the meeting was a waste of time.
Employees may use the opportunity to offload frustrations while managers struggle to address broader team issues in a siloed setting. This dynamic can lead to inefficiencies with little to show for the time invested. For many leaders, this has prompted a reevaluation of whether recurring one-on-ones should remain a core management practice.
Recurring one-on-ones also risk fostering a culture of over-meeting. When these meetings are scheduled weekly or biweekly by default, they often take place whether or not there’s anything urgent to discuss. This not only wastes time but can create a sense of obligation rather than engagement. Employees and managers alike may feel pressure to “find something to talk about,” even when the conversation doesn’t advance projects or address meaningful issues.
Rethinking the Purpose of One-on-Ones
For leaders rethinking their approach, the first step is to assess the purpose of one-on-ones within their teams. These meetings can be incredibly valuable in certain circumstances, such as onboarding new employees, addressing performance issues or providing mentorship. But when they become routine fixtures with no clear objectives, their effectiveness diminishes. It’s important to move away from treating one-on-ones as sacred and instead use them strategically.
A key to making one-on-ones more effective—or deciding if they’re necessary at all—is focusing on intentionality. Every meeting should have a clear purpose and actionable outcomes. Both the manager and employee should come prepared with topics to discuss, whether it’s feedback on a project, professional development goals or specific challenges requiring resolution. Without this preparation, the meeting risks becoming a time-filler rather than a productive exchange.
Customizing Frequency and Format
Leaders should also evaluate the frequency of one-on-ones. Not every team member needs a weekly or even monthly check-in. Junior employees or those navigating complex projects may benefit from more regular conversations, while experienced or autonomous workers might prefer fewer meetings. Customizing the schedule based on individual needs not only optimizes time but also ensures that each meeting feels relevant and valuable.
Another consideration is whether certain types of communication can be handled more efficiently outside of meetings. Routine updates, for instance, don’t always require face-to-face time. Tools like email, shared dashboards or project management platforms can provide the same information without disrupting workflows. By shifting transactional communication to these formats, leaders can reserve one-on-ones for deeper discussions that genuinely require live interaction.
Alternatives to One-on-Ones
Group meetings can also serve as an effective alternative to one-on-ones, particularly for addressing shared challenges or fostering collaboration. In a team setting, multiple perspectives can be brought to the table, leading to richer discussions and more innovative solutions. However, group meetings must be carefully managed to avoid becoming too large or unfocused. Every participant should have a clear role and the meeting should be structured to ensure productivity. Leaders should resist the temptation to include attendees for the sake of inclusion and instead prioritize relevance and contribution.
While group meetings can address many issues traditionally handled in one-on-ones, there are situations where private conversations remain essential. Employees need to feel they have a safe space to discuss sensitive topics, seek guidance or raise concerns they’re uncomfortable sharing in a group. For leaders, maintaining this availability is critical, even if recurring one-on-ones are reduced or eliminated. It’s important to communicate that while the structure of meetings may change, the commitment to supporting employees remains intact.
Building an Agile Communication Culture
Leaders considering whether to cancel one-on-ones entirely should start by evaluating their current effectiveness. Are these meetings driving progress and delivering value, or have they become habitual and redundant? If a one-on-one doesn’t serve a clear purpose, it may be time to replace it with a more efficient communication method. Experimenting with alternatives, such as open-door policies or scheduled “office hours,” can provide flexibility while still allowing employees access to their managers when needed.
Another factor to consider is organizational culture. In companies with strong transparency and open communication, many issues can be addressed effectively in group settings or through asynchronous tools. However, in environments where psychological safety is lacking, one-on-ones may remain an essential forum for candid discussions. Leaders must balance their desire for efficiency with the need to create a supportive and inclusive workplace.
The goal of any communication strategy should be to foster clarity, collaboration and trust. Whether through one-on-ones, team meetings or asynchronous updates, the focus should always be on delivering value. For leaders, this means being intentional about how time is spent and ensuring that every interaction—regardless of format—serves a meaningful purpose. Meetings, like any other tool, should be used thoughtfully, not out of habit or tradition.
Nduka adds that while one-on-ones can be useful for addressing specific challenges, they should not be relied upon as the default communication method. Instead, leaders should build a culture of autonomy where employees feel empowered to take ownership of their responsibilities without constant check-ins. He emphasizes that communication should be flexible, adapting to the needs of the team and the task at hand rather than sticking to rigid schedules.
Chesky’s approach to meetings offers valuable lessons for leaders seeking to optimize their time and improve team dynamics. By questioning the default reliance on recurring one-on-ones, he highlights the importance of agility, transparency and collective problem-solving. While his model may not work for every organization, it underscores the need to challenge assumptions and adapt practices to fit the unique needs of a team.
Ultimately, the decision to keep, reduce or cancel one-on-ones depends on your organization’s goals and culture. For some teams, these meetings remain a vital tool for connection and development. For others, they may represent an outdated practice ripe for reinvention.
What matters most is ensuring that every conversation—whether one-on-one, in a group or asynchronous—adds value, drives action and supports the success of your team. By taking a thoughtful approach to communication, leaders can create workplaces that are not only more efficient but also more effective.