Template • 4 sections

Engineering Manager 1:1 Meeting Template (2026)

The 1:1 meeting is the most important recurring meeting on an engineering manager's calendar. It's where you build trust, unblock your reports, spot burnout early, and support career growth. But without structure, 1:1s devolve into status updates that duplicate standup. This template keeps your 1:1s focused on the conversations that matter: blockers, growth, feedback, and the things people won't say in a group setting. The format is flexible — use it as a living doc shared between you and your report, and let them drive the agenda.

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When to use this template

Weekly 30-minute 1:1 with each direct report. Share the template in a Google Doc or Notion page that both manager and report can edit. The report adds their items before the meeting; the manager reviews and adds their items. Rotate through the sections each week — you don't need to cover every section every time.

4 sections

Template Variations

Pick the format that fits your context.

Check-In (5 min)

Start with the human, not the work. This sets the tone and surfaces issues that affect everything else.

Template

## Check-In

**How are you doing this week?** (1 = rough, 5 = great): [ ]

**Energy level:** [Energized / Steady / Drained]

**Anything outside work affecting your focus?** [Optional — only share if comfortable]

_Manager note: If energy is consistently low, explore workload, on-call burden, or personal factors. Don't push — create space._

The numeric scale creates a trend you can track over time — notice patternsIf someone rates 1-2 multiple weeks in a row, it's time for a deeper conversationDon't skip this section to get to 'business' — trust is built here

Blockers & Concerns (10 min)

What's preventing the developer from doing their best work? This is the most operationally valuable section.

Template

## Blockers & Concerns

**What's slowing you down right now?**
- [ ] [Blocker 1 — be specific]
- [ ] [Blocker 2]

**Is there anything frustrating about our process or tools?**
- [Optional]

**Any cross-team dependencies or communication issues?**
- [Optional]

**Manager action items from last week:**
- [ ] [Item] — Status: [Done / In progress / Blocked]

Follow up on YOUR action items first — this shows you take the 1:1 seriouslyIf they say 'nothing' every week, probe gently: 'What would you change about our team if you could?'Distinguish between blockers you can fix (approve access, talk to another manager) and systemic issues (tooling, process) that need longer-term planning

Growth & Career (10 min)

Discuss skills development, career aspirations, and learning opportunities. Cover this at least twice per month.

Template

## Growth & Career

**What skill are you working on developing?**
- [Current focus area]

**What type of work would you like more of?**
- [e.g., system design, mentoring, frontend, infrastructure]

**What type of work would you like less of?**
- [e.g., on-call, documentation, specific legacy system]

**Where do you see yourself in 12 months?**
- [Same role but deeper / Team lead / Staff engineer / Different area]

**Stretch assignment ideas:**
- [ ] [e.g., Lead the next architecture review]
- [ ] [e.g., Mentor the new hire on the payments team]

Rotate into this section every 2 weeks — weekly feels repetitive but monthly is too infrequentMatch growth goals to upcoming work: if they want to improve system design, assign them the next design docTrack career goals over time — if someone's goals change, understand why

Feedback (5 min)

Bidirectional feedback — both manager-to-report and report-to-manager. This is where trust is tested.

Template

## Feedback

**For you (from manager):**
- [Positive] Something I noticed you did well: [specific example]
- [Growth] Something to consider doing differently: [specific, actionable]

**For me (from report):**
- What could I do better as your manager?
- Is there anything I should start, stop, or continue doing?

**Team feedback:**
- Anything happening on the team that I should be aware of?

Always lead with specific positive feedback before growth feedback — the ratio should be at least 2:1Ask for feedback on YOUR management regularly — if they never have feedback, they don't feel safe yetWhen they give you feedback, thank them and act on it visibly — this builds trust for future candid conversations

Pro Tips

Expert advice

Let the report drive the agenda — their items come first. If they have nothing, something is wrong with psychological safety

Never cancel 1:1s for other meetings — this sends the message that they're not a priority

Keep a running doc that both people can edit — it creates accountability and continuity between sessions

Track mood/energy scores over time — patterns reveal burnout before it becomes a retention problem

End every 1:1 with clear action items for BOTH people — mutual accountability builds trust

FAQ

Common questions

How often should 1:1s happen?

Weekly for most direct reports, especially new hires and anyone going through a challenging period. Biweekly is acceptable for very senior reports with high autonomy. Monthly is too infrequent — issues fester and trust erodes.

What if my report only gives status updates?

Redirect explicitly: 'I can read status from our standup updates — let's use this time for things you can't share there. What's frustrating you? What would make your work easier?' It may take 3-4 weeks of consistent redirection before the habit changes.

How do I give difficult feedback in a 1:1?

Use the SBI model: Situation (when X happened), Behavior (I noticed you did Y), Impact (which caused Z). Be specific, timely, and focus on behavior, not character. Give difficult feedback early — waiting makes it harder and signals that it wasn't important enough to mention.

Should 1:1 notes be private?

The running doc should be shared between manager and report only. Career goals, personal concerns, and feedback are sensitive. Some managers share action items in a team tracker, but the conversation content stays private. Never share 1:1 notes with other team members without explicit permission.

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Engineering Manager 1:1 Meeting Template (2026)

Template Variations

Check-In (5 min)

Blockers & Concerns (10 min)

Growth & Career (10 min)

Feedback (5 min)

Expert advice

Common questions

How often should 1:1s happen?

What if my report only gives status updates?

How do I give difficult feedback in a 1:1?

Should 1:1 notes be private?

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