Coaching practices for Feedback in One on Ones
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Feedback in One on Ones, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- Feedback in my one-on-ones only ever flows one way
- I deliver my feedback as a finished verdict and then the other person just sits there closed off
- I blurt out corrections in the heat of the moment, often right in front of other people, and instead of taking it in they just get humiliated and dig in
- My check-ins with people are rare and long, and by the time we sit down so much has piled up that the meeting feels heavy and high-stakes
- When I just hand someone my assessment they go passive and defensive, like I’m doing something to them
Practices that may help
- Make feedback flow in both directions
Give timely, specific feedback — and ask for it on your own management.
Effective One-on-Ones, Made Practical - Invite a response after delivering SBI
Close SBI by asking what the other person makes of it — not with a verdict.
The SBI Feedback Model, Made Practical - Effective One-on-Ones, Made Practical
An effective one-on-one is a recurring, protected meeting that belongs to your report: they own the agenda, and your job is to listen, unblock, and support their growth — not to run a status update. The relational mechanisms (regular contact, voice, support) are well grounded; the specific cadence and format are practitioner craft built on top of them. - Choose the right moment and setting for feedback
Feedback lands in proportion to how safe and ready the receiver feels — timing and privacy matter.
The SBI Feedback Model, Made Practical - Use brief, frequent touch-points rather than long, rare meetings
Frequent short feedback loops beat rare long reviews because the gap between behavior and feedback is what determines whether feedback changes anything.
The One Minute Manager: Three Practices That Still Work - Ask what the person already knows before offering your assessment
Ask the person to evaluate their own performance before giving yours.
The Feedback Sandwich: Why It Doesn’t Work and What to Do Instead - Receive feedback with minimal defensiveness
Treat feedback as data about others’ experience — not as a verdict on your character.
The Johari Window - Spend real time on growth, not just tasks
Regularly leave the weeds and talk about career, skills, and where they’re headed.
Effective One-on-Ones, Made Practical - Describe behavior, not character
Say what the person did — actions, words — not what that says about who they are.
The SBI Feedback Model, Made Practical - Let the report own the agenda
It’s their meeting — they bring what matters to them, and you adapt to it.
Effective One-on-Ones, Made Practical
Related concerns
- How Can I Give Feedback About Unproductive One On Ones With My Manager
Give timely, specific feedback — and ask for it on your own management.
Make feedback flow in both directions
- How To Give Direct Feedback
Close SBI by asking what the other person makes of it — not with a verdict.
Invite a response after delivering SBI
- Effective One On One Meetings
An effective one-on-one is a recurring, protected meeting that belongs to your report: they own the agenda, and your job is to listen, unblock, and support their growth — not to run a status update. The relational mechanisms (regular contact, voice, support) are well grounded; the specific cadence and format are practitioner craft built on top of them.
- Effective One On Ones At Work
An effective one-on-one is a recurring, protected meeting that belongs to your report: they own the agenda, and your job is to listen, unblock, and support their growth — not to run a status update. The relational mechanisms (regular contact, voice, support) are well grounded; the specific cadence and format are practitioner craft built on top of them.
- Effective One On Ones When Burned Out
An effective one-on-one is a recurring, protected meeting that belongs to your report: they own the agenda, and your job is to listen, unblock, and support their growth — not to run a status update. The relational mechanisms (regular contact, voice, support) are well grounded; the specific cadence and format are practitioner craft built on top of them.
- Employee Centered One On One
An effective one-on-one is a recurring, protected meeting that belongs to your report: they own the agenda, and your job is to listen, unblock, and support their growth — not to run a status update. The relational mechanisms (regular contact, voice, support) are well grounded; the specific cadence and format are practitioner craft built on top of them.
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