Questions · design a specific process
manager check-in template / 1:1 cadence for managers
Run a recurring operating conversation that connects current outcomes, evidence, obstacles, feedback, support, decisions, and learning. Help manager and role holder steer the work while action is still useful, instead of reconstructing performance at a distant review.
draft reference — not a fitted standard
Process steps
- 01
Prepare from current evidence
Focus the conversation on material work and decisions.
- 02
Understand the state of the work
Build a shared view before evaluating or solving.
- 03
Exchange specific feedback
Make useful information available in both directions.
- 04
Decide actions and support
Convert insight into owned operating change.
- 05
Control changes and specialist routing
Keep the check-in from silently becoming another decision process.
- 06
Record proportionately and follow through
Preserve continuity and accountability without turning dialogue into surveillance.
- 07
Review patterns and improve
Use accumulated conversations to improve work, management, and connected processes.
Related measures
outcome
Check-in steering value
Do check-ins improve shared understanding, decisions, support, and timely adaptation?
quality
Decision and commitment closure
Do material items leave with clear decisions, owners, timing, and follow-up?
cycle-time
Obstacle response time
How long do material obstacles wait for decision, support, or escalation?
adoption
Useful cadence adoption
Are scheduled conversations occurring with current evidence and reciprocal participation?
exceptions
Check-in exception and handoff pattern
Which matters repeatedly exceed routine management authority?
guardrail
Trust, privacy, workload, and surprise guardrail
Does the process create avoidance, retaliation concern, excessive documentation, surveillance, unsustainable load, or consequential surprise?