Structuring Effective 1:1 Check-Ins

Problem: When managers and employees don’t have regular one-on-one talks, people can feel ignored, confused, and unsupported.

Solution: By having friendly, well-planned meetings where everyone shares their work and feelings, the whole team can stay clear, feel valued, and work together to do great things.

Regular one-on-one check-ins between managers and employees are more than just routine meetings – they are vital touchpoints, especially in mission-driven nonprofit organizations. This practical, narrative-style guide will explore why 1:1s matter in nonprofits and how to make them effective for both managers and employees. We’ll cover how to structure these meetings (from preparation to follow-up), best practices for each role, techniques for asking great questions, and provide a handy template and question bank to use in your next check-in.

Why 1:1 Check-ins Matter

Building Engagement and Trust: One-on-one meetings create a dedicated space for open dialogue, feedback, and personal connection. They allow managers and team members to step back from daily urgencies and focus on the person, not just the work. This has a huge impact on engagement and morale – research shows employees who have regular 1:1 meetings with their manager are almost three times as likely to be engaged at work compared to those who don’t. When a manager consistently makes time for an employee, it sends the message that “I value you and your growth.”

In a nonprofit context, where staff are often motivated by passion for the cause, feeling heard and valued is especially important. These conversations build trust over time, strengthening the manager-employee relationship and in turn the whole team.

Aligning the Team (and Mission): 1:1 check-ins are a chance to ensure everyone is rowing in the same direction. By discussing priorities and progress individually, you catch misalignments early and can recalibrate goals. This is pivotal for team alignment and avoiding misunderstandings. One university HR guide notes that one-on-ones help “surface issues that might otherwise be missed, ensure two-way information flow, provide feedback, give employees a chance to raise concerns, build trust, and create time to track goals and have career discussions”– all ingredients for a well-aligned, high-performing team. For nonprofits in particular, these meetings also help connect each person’s daily work to the bigger mission. Managers can highlight how an employee’s efforts contribute to the organization’s goals and impact, reinforcing the sense of purpose that drives nonprofit professionals. This line-of-sight to the mission keeps staff motivated and reminds them that their work matters beyond just tasks and metrics.

Supporting Growth and Well-Being: Nonprofit organizations may not always have extensive formal training programs or lavish perks, but one-on-ones offer a personalized forum for mentorship and development. Regular check-ins let managers coach and guide employees in real time, rather than waiting for an annual review. Challenges and aspirations come to light in these intimate talks. Managers can spot budding burnout or frustration and address it before it escalates, and they can also nurture an employee’s professional growth by discussing skills, interests, and opportunities. In fact, one leadership consultant emphasizes that 1:1 meetings provide a “critical avenue for early identification of issues, nurturing professional growth, and uplifting morale and engagement within the team.”

In a setting where people often wear many hats, this individualized support is crucial. It helps employees grow their capabilities (benefiting the organization) while also showing that the organization cares about their future. The result is often higher morale and retention – when people feel supported in their growth, they’re more likely to stay committed even in a high-stress nonprofit environment.

Accountability and Communication: Another reason these check-ins matter is simple: accountability. Setting aside time every week or two ensures that important topics don’t slip through the cracks. Both parties know they will regularly discuss progress on goals and any concerns, which creates a rhythm of accountability. Promises made in a meeting (“I’ll finish that grant report by Friday” or “I’ll get you the data you need”) are more likely to be kept when there’s a planned follow-up. Moreover, the consistent cadence of communication prevents small problems from festering. For example, a minor volunteer scheduling issue or a team misunderstanding can be addressed early in a 1:1 before it becomes a major conflict. As one nonprofit leadership podcast noted, regular one-on-ones “enhance accountability, ensure transparent communication, prevent conflicts from escalating, and provide support for professional development.”

In essence, they act as a pressure-release valve and a planning session in one, keeping everyone informed and on track. Especially in nonprofits – where teams can be stretched thin – having that dedicated time to communicate and catch issues can save a lot of stress down the line.

In short, 1:1 check-ins in a nonprofit are the glue that holds engagement, alignment, and growth together. They ensure each team member feels valued and heard, they reinforce alignment with the organization’s mission, and they create a forum for continuous learning and problem-solving. Skipping them can lead to disconnects or disengagement, whereas investing in them pays off in a more motivated, cohesive team working toward your nonprofit’s goals.

How to Structure a 1:1 Check-in

A successful one-on-one doesn’t happen by accident – it benefits from a bit of structure while still feeling like a natural conversation. Think of it as similar to planning a road trip: you need a map (agenda) and checkpoints (key topics), but you can still take scenic routes as needed. Here’s a step-by-step breakdown of an ideal 1:1 meeting format, covering preparation, execution, and follow-up. This structure ensures you make the most of the time without it becoming a stiff formality.

Before the Meeting: Preparation

Both the manager and the employee should come prepared so the meeting is focused and productive:

Schedule and Stick to It: Set up a recurring meeting (e.g. 30 minutes weekly or bi-weekly) and treat it as sacred time. Consistency is key – cancelling or postponing frequently sends the signal that the check-in isn’t a priority. In nonprofits, schedules can be crazy, but try to honor these meetings as much as possible. It shows respect and commitment to each other. Tip: Set reminders so neither party forgets, and if one of you must reschedule, do so promptly.
Gather Your Thoughts and Data: Before the meeting, both parties should reflect on the period since the last check-in. If you’re the manager, review notes from the last 1:1 and any updates on the employee’s projects. Ask yourself: Did they complete the action items from last time? Were there any pending issues? Bring any relevant metrics, feedback from others, or news that might impact the employee (for instance, a new grant, a policy change, etc.). If you’re the employee, take stock of your recent accomplishments, challenges, and questions. Think about what topics you want to bring up – perhaps an update on a project, a problem you need help with, or an idea you have. Jot these down so you won’t forget in the moment.
Set a Collaborative Agenda: It’s often helpful to exchange a quick agenda or list of talking points beforehand. A day or two before the 1:1, the manager might email: “Let’s plan to discuss your new volunteer training project and your upcoming PTO, and anything you’d like to add.” In turn, the employee can add items, such as “I want to talk about finding a mentor for grant writing.” This way, both know what to expect and can come prepared for those topics. In fact, some organizations make the one-on-one employee-driven, meaning the employee takes the lead in preparing the agenda to ensure their priorities are covered. Whether it’s a shared document or just an email exchange, having a few bullet points ready will make the meeting more focused and ensure nothing important is left out.
Get in the Right Mindset: Before you walk into the meeting (or join the call), take a moment to shift gears. This isn’t a status update meeting or a fire-fighting session; it’s a personal conversation. Both manager and employee should come with an open, honest mindset. Confidentiality and trust are important – what’s said in a 1:1 (especially personal or sensitive topics) should be treated with discretion. Managers, remind yourself to listen more than you talk. Employees, remember that this time is for you just as much as for your manager, so be ready to speak openly. It often helps to mentally set aside hierarchy during the conversation – think of it as two colleagues working together on the employee’s success and well-being.

During the Meeting: Execution

With preparation done, you can dive into the one-on-one. While every meeting will vary based on current needs, it helps to have a flow. Here’s a step-by-step format that many find effective:

Warm Greeting & Personal Check-In (5 minutes): Start by breaking the ice and connecting as people. A little rapport goes a long way. For example, the manager might begin with a friendly question: “How are you doing this week?” or “How was your weekend?” Listen to the answer. This isn’t mere small talk – it shows genuine care. In a nonprofit setting, you might share a quick story about a positive interaction with a client or a recent success story to set a positive tone. If either of you is feeling stressed or excited about something, this is a chance to acknowledge it. (Manager tip: If you sense your employee is holding back, consider sharing how you are feeling first – showing a bit of vulnerability can encourage them to open up. “I’m feeling a bit overwhelmed with the fundraiser coming up. How about you?” This sets an example of honesty and builds trust.)
Review Last Time & Updates (5 minutes): Next, briefly go over any action items or topics from the previous meeting. For instance: “Last time we talked about reaching out to the Board about X. How did that go?” or “We planned for you to enroll in the volunteer management workshop – have you had a chance to do that?” This step reinforces accountability. If things were done, celebrate and move on. If not, figure out why without blame (maybe other priorities intervened, or more support was needed). Then transition into current updates. The employee can share what’s been happening since the last check-in: progress on projects, any big wins, or notable challenges. The manager can chime in with observations or broader updates from the team or organization (e.g., “The new grant came through, which might affect your program’s budget – we’ll get into that in a bit”). By the end of this step, both should be on the same page about ongoing work.
Discuss Current Priorities and Challenges (10–15 minutes): This is the heart of the 1:1. Invite the employee to talk through their current priorities, what they’re focusing on, and crucially, any challenges or roadblocks they’re encountering. Managers should practice active listening here – let the employee lead you through their world. Ask open-ended questions to draw them out, like “What’s something you’re really excited about right now?” or “Is there anything worrying you about the upcoming event?” When a challenge comes up, avoid the urge to jump straight into solution mode or judgment. Instead, problem-solve together. For example, if an employee says, “I’m struggling to engage our volunteers for the spring campaign,” a manager might respond, “Let’s unpack that. What do you think is the main obstacle? Have we tried X? How can I help?” The idea is to coach, not dictate. By addressing concerns collaboratively, you both signal that it’s okay to bring up problems and that finding solutions is a team effort. Sometimes, the employee may just need a sounding board; other times, they may need the manager to remove an obstacle (like approving additional help or adjusting a deadline). Ensure you cover both what’s going well (so those efforts can be reinforced) and what’s not (so they can be improved).
Feedback and Recognition (5 minutes): A one-on-one is a prime moment for constructive feedback – in both directions. Managers should share any observations on the employee’s recent performance, focusing on specific examples. For instance: “I noticed how you handled that difficult call with a donor. You stayed calm and represented us really well – great job.” If there are areas to improve, frame them as opportunities: “One thing I think we could work on is your public speaking confidence. Maybe we can find a small event for you to present at to build that skill.” It’s important not to save up all critiques for an annual review; giving feedback regularly makes it easier to digest and act on. Likewise, recognize wins and progress, even small ones: “I heard you organized the volunteer orientation single-handedly – that’s fantastic.” This boosts morale and reinforces positive behaviors. Employees, this is also your chance to give upward feedback or insights. If something the manager did was helpful, say so (“Thanks for stepping in at the event, it really took pressure off me.”). If you need more support or clarity, politely voice it (“I could use more regular feedback on my grant proposals; could we incorporate that?”). Mutual feedback keeps the 1:1 from being one-sided and helps both people grow.
Growth and Development (5 minutes): Every few check-ins (if not every time), dedicate part of the conversation to the employee’s long-term growth. This can be as simple as asking, “How are you feeling about your professional development lately?” or “Are there any skills you’d like to build or interests you want to explore?” In a busy nonprofit, it’s easy to get tunnel vision on day-to-day tasks, but pulling back to discuss the employee’s career goals and aspirations is motivating. Maybe the employee wants to take on more responsibility in project management, or maybe they’re interested in another aspect of the organization (like a programs person wanting to learn fundraising). Use this time to brainstorm opportunities: perhaps attending a workshop, shadowing a senior leader, or leading a new initiative in a supported way. Managers can share any upcoming possibilities (“We’re starting a new outreach program; would you be interested in being part of it to develop your community engagement skills?”). Employees should feel free to express where they see their career headed, even if it might ultimately go beyond the organization – a good nonprofit manager understands that developing people is part of the mission too. By consistently touching on development, you show that the organization cares about the person’s future. This is also a good moment to connect their work to the mission and big picture, which is highly energizing. For example, a manager might say, “Your grant writing is directly fueling our education programs – if you’re interested, I’d love to help you become an expert in this area, since it’s so crucial to our impact.”
Wrap-Up and Next Steps (2–3 minutes): As the meeting winds down, summarize any action items or decisions. This ensures clarity. For instance: “Alright, so this week you’ll draft the volunteer survey and I’ll review it by Thursday. We also decided you’ll look into that online course and get back to me on the cost.” Writing these down (in a shared document or email) is helpful so both can refer back. Agree on any deadlines or follow-ups. If there were any items we didn’t get to due to time, note them for next time. It’s also nice to end on an uplifting note – thank each other for the conversation or express confidence moving forward (“Thanks for being honest about the issues with the database – we’ll tackle it together. I’m confident we’ll get through the crunch time ahead.”). And if you can, end exactly on time or a tad early; it shows you respect each other’s schedule. Confirm the next meeting (if it’s not already on a recurring schedule) and part on a positive, energized note.

After the Meeting: Follow-Up

The 1:1 isn’t completely over when you say goodbye. The follow-up phase is where the talk turns into sustained action and trust. Both manager and employee have responsibilities here:

Write Brief Notes: Right after the meeting (or later that day), jot down key points and outcomes. As a manager, it’s a good practice to send a quick recap to the employee: e.g. “Great talking today. Key takeaways: You will draft the outreach plan, I’ll connect you with Alicia for budgeting advice. Let’s check in on these next week.” This doesn’t have to be formal – even a few bullet points in an email or shared doc works. One management expert advises “always follow up any 1:1 with notes on what was discussed, decisions made and any feedback that will be tracked going forward – keep it short and sweet.” Doing this creates accountability (both see in writing what was agreed) and continuity for the next meeting. The employee should also keep personal notes – what did you learn? What do you need to act on? Keeping a running document of your 1:1s can be very helpful for remembering advice and tracking your own progress.
Act on Action Items: This sounds obvious, but it’s where many 1:1s fail. If commitments were made in the meeting, honor them. Employees, strive to complete the tasks or goals you took on and be ready to update your manager by the next 1:1. Managers, if you promised something (like “I’ll talk to HR about your training request” or “I’ll send you that contact”), make sure you do it. Failing to follow through erodes trust quickly. On the flip side, when both sides reliably execute on agreed actions, it builds a strong sense of trust and momentum. Each meeting then feels productive because things actually happen as a result.
Reflect and Iterate: Take a moment to consider what went well in the check-in and what could be better. Managers might ask themselves: Did I listen enough? Did we touch on what’s most important? Employees might think: Did I bring up all my concerns? Was I honest about my workload? Use these reflections to improve future meetings. For example, if you realize you ran out of time for career talk, maybe next time put it earlier on the agenda. Or if an employee felt tongue-tied giving feedback to the manager, maybe they could write it down first next time. The goal is continuous improvement of the 1:1 format as you find what works best for your dynamic.
Keep the Connection Going: A 1:1 is a regular heartbeat, but don’t let that stop informal check-ins. If something needs discussion or praise before the next scheduled meeting, a quick hallway chat or Slack message can supplement. However, avoid using that as a reason to cancel the official 1:1 – spontaneous chats are great, but the structured check-in has its unique value. By maintaining a steady cadence of meetings and touchpoints, you cultivate a culture of open communication.

Finally, remember that one-on-one meetings are a journey, not a one-time event. Over time, you and your colleagues will likely develop a comfortable rhythm and even look forward to these meetings. They become a safe space for candor, brainstorming, mentoring, and sometimes even a bit of mutual venting (which in the nonprofit world – dealing with tight budgets or emotional stories – can be therapeutic). By preparing well, structuring the conversation thoughtfully, and following up diligently, your 1:1 check-ins will drive engagement and growth for both the individual and the organization. As one leadership coach puts it, implementing a structured approach – with clear agendas, a supportive environment, open communication, a review of achievements, constructive feedback, and future steps – significantly enhances a manager’s effectiveness in fostering a cohesive, high-performing team. In other words, good 1:1s lead to stronger teams, which lead to greater mission impact.

Best Practices for Managers

As a manager in a nonprofit, your role in a 1:1 is part coach, part leader, part listener. The following best practices will help you create a productive and positive space for your employees during check-ins:

Prioritize the Meeting and Be Present: Treat one-on-ones as non-negotiable, important work (because they are!). Carve out time on your calendar and avoid distractions during the meeting. Silence your phone, shut your laptop (if not using it for notes), and give your full attention. This shows respect. If you’re constantly rescheduling or multitasking, you undermine trust. Being fully present signals to your direct report, “This time is for you, I’m here to listen.” Especially in nonprofits, where employees might already be stretching themselves for the cause, feeling like their manager truly cares in that moment can mean a lot.
Create a Safe, Open Environment: It’s on you to set the tone. Encourage openness by being warm and approachable. Start conversations with open-ended questions (“How are you feeling about things lately?”) and listen without judgment. If an employee shares a problem or confesses a mistake, resist any urge to scold. Instead, thank them for their honesty and work on solutions. Make it clear that 1:1s are a safe space to discuss anything – work challenges, feedback about the team, even personal stressors if they affect work. One key practice is to build trust through vulnerability: if appropriate, share your own challenges or past mistakes. For instance, “I remember when I first managed a big event, I dropped the ball on invitations – I learned to triple-check the list. Have you faced anything like that?” Such sharing humanizes you and shows it’s okay to not be perfect. Over time, as employees see that raising concerns or sharing ideas in a 1:1 won’t get them in trouble (and in fact gets support), they’ll be more candid. An open dialogue helps you catch issues early and understand your team better.
Listen Actively and Talk Less: Think of the 1:1 as the employee’s meeting that you are there to support. Practice active listening: nod or give verbal cues, summarize what you heard (“So, you’re finding the new database really frustrating, right?”), and ask follow-up questions. Let the employee finish their thoughts without interrupting. If you catch yourself dominating the conversation or turning it into a status report you are giving, step back. Aim to let the employee do most of the talking – a good rule is at least 70-80% of the time, they are speaking. This doesn’t mean you sit silently; rather, you are guiding with questions and responding, but not monologuing. By listening more than you speak, you’ll learn more about your team member’s perspective, and they’ll feel truly heard. It can be helpful to practice “humble inquiry” – asking questions from a place of genuine curiosity rather than to elicit a specific answer.
Be an Coach and Problem-Solving Partner (Not a Micromanager): In a 1:1, wear your coaching hat. When employees bring up challenges, resist solving everything for them immediately. Instead, empower them to think through solutions with your guidance. Ask things like, “What have you considered doing?” or “What do you think might work in this situation?” Offer suggestions, but frame them as options (“Have you thought about trying…?”). The idea is to help them develop their own problem-solving skills and confidence. However, if they’re truly stuck or it’s an urgent matter, you can certainly step in with more direct help – just balance it. Show that you’re in it together. Use language like “Let’s figure this out” or “How can I support you?” rather than “You need to do X” unless it’s a clear directive situation. In the nonprofit world, resources can be limited, so creative problem-solving together can be very powerful. When your employee leaves a 1:1 with a tough issue, they should feel like “My manager has my back and will help me get through this,” not “I’m alone to deal with it” – but also feel empowered to take action themselves.
Provide Constructive Feedback and Praise: Make feedback a regular feature of your one-on-ones. Don’t wait for formal reviews to tell someone what they’re doing well or where they can improve. When giving constructive feedback, be specific and focus on behavior and impact, not the person. For example: “I noticed the report had several sections missing. It made it hard for others to use, which slowed the project. Let’s figure out how to prevent that – maybe a checklist or extra review time?” This frames the issue without attacking the person, and invites them to improve with your support. Also, timing matters – the sooner after an event, the better. Timely feedback in 1:1s can correct course before things go off track. Equally (or more) important, recognize achievements frequently. Celebrate both big and small wins: “Your outreach to that community partner really paid off, great job securing their support!” or “I heard you handled that volunteer orientation smoothly, thank you.” Sincere praise in a 1:1 not only boosts the employee’s confidence, but also shows you notice their efforts. Many nonprofit employees are fueled by passion and affirmation rather than high salaries; your recognition can recharge their motivation. Make sure your feedback is a two-way street: ask “How can I improve or support you better?” This signals you’re open to feedback as well, leveling the field.
Support Career Development: Even if your nonprofit is small or has flat hierarchy, invest in your people’s growth. In 1:1s, regularly ask about their career aspirations. Listen for what skills they want to develop or what roles they eventually see themselves in. Where possible, provide or advocate for opportunities – whether it’s taking the lead on a new initiative, attending a training (budget allowing), or mentoring them personally in an area of expertise. If someone says, “I’d like to improve my public speaking,” maybe you can let them present part of the next board report or send them to a local workshop. Keep notes on each person’s development goals and follow up on them: “Last month you mentioned interest in grant writing. How would you feel about drafting our next proposal? I can review it with you.” This shows you take their growth seriously. Not only will this help the employee’s career (inside or beyond your org), it also increases their engagement. People are much more likely to stay and thrive when they feel they’re learning and progressing. Remember, in nonprofits, growth can also mean deepening skills (not just promotions). Find meaningful stretch assignments aligned with their interests. Also, consider discussing long-term paths: “Where do you see yourself in a couple of years, and how can I help you get there?” – then look for ways to align their current work with those goals. Being a champion for your team’s development is a hallmark of a great manager.
Follow Through and Be Reliable: Your credibility as a manager is built on doing what you say you’ll do. If in a 1:1 you agree on actions – whether it’s something the employee will do or you will do – make sure to follow through. If you promised to look into a pay adjustment, give an update next time even if the update is “still working on it.” If you said you’d talk to another department about an issue, do it. Also, respect any confidences shared (unless it’s something you must escalate for ethical reasons). When employees see that their manager consistently follows up from 1:1s (and that what they share isn’t held against them), trust deepens. On the flip side, if a manager frequently drops the ball, the employee may start thinking these meetings are just lip service. Reliability also means showing up on time and ending on time – it shows you respect their time. Overall, strive to be the kind of manager you would have wanted when you were in their shoes. Advocate for them, support them, and hold them accountable in a fair way. The effort you put into being a good 1:1 partner will reflect in their performance and loyalty. In a cause-driven setting, when people feel supported by leadership, they can pour even more energy into the mission.
Tailor to the Individual: Finally, remember that each team member is unique. Some might love to chat personally at length; others might be more reserved. Some might need more guidance; others crave more autonomy. Use your 1:1s to learn each person’s communication style and preferences. Ask them directly if needed: “Is there anything you’d like to do differently in our check-ins to make them more useful for you?” Being adaptable – for instance, one person might appreciate a very structured agenda, while another likes a free-flowing talk – will make your 1:1s more effective. The core principles (listening, trust, support) remain the same, but the style can flex. Especially in diverse nonprofit teams, being culturally and personally sensitive is important. By meeting each person where they are, you demonstrate genuine care and respect.

In summary, managers should view one-on-one check-ins as an opportunity to lead through listening. By fostering trust, providing guidance and feedback, and championing your employee’s growth, you not only help that individual succeed – you strengthen your whole team and advance your nonprofit’s mission. Many of the best practices above – consistency, empathy, active listening, coaching – will become second nature with practice. And remember, you’re also learning and getting feedback in these meetings. Embrace the process, and your leadership will grow alongside your employees.

Best Practices for Employees

One-on-one check-ins aren’t just the manager’s responsibility – as an employee, you play an active role in making them worthwhile. Think of it this way: this is your time to focus on you, beyond daily tasks. It’s a chance to get what you need to succeed and to steer your own development. Here are best practices to help you make the most of your 1:1s with your manager:

Come Prepared with Topics: Don’t arrive at your 1:1 empty-handed (figuratively). Before each meeting, take some time to prepare. Review what you’ve been working on and identify a few things you want to discuss. These could be updates on progress, questions you have, or issues you’re facing. They could also be ideas or suggestions you’d like your manager’s input on. Writing down a short list is helpful. For instance, you might note: (1) Update on the community workshop planning, (2) Need help prioritizing tasks with the new project, (3) Discuss interest in digital marketing training. Bringing this to the meeting ensures you won’t forget important points and shows your manager that you’re proactive. Many managers appreciate when employees contribute to or even drive the agenda. It signals that you’re taking ownership. If your manager hasn’t asked you for input beforehand, you can even send them your topics ahead of time – they’ll likely be impressed.
Be Candid and Speak Up: A one-on-one is a safe space for honest conversation. It might feel intimidating at first – especially if you’re newer or discussing a sensitive issue – but remember that your manager scheduled this meeting because they want to hear from you. Don’t be afraid to voice your thoughts. If something is bothering you or blocking your work, bring it up. For example, “I’ve been feeling overloaded with the new project timelines; can we talk about possible solutions?” If you disagree with a decision or have concerns, respectfully share them: “I wanted to share some concerns about the new outreach strategy; can I explain what I’m seeing on the ground?” This is your chance to “manage up” by informing your boss of things they might not know. On the flip side, also share positives and what’s going well for you – managers appreciate hearing that, too (“The new volunteer software is working great – it saved me a ton of time last week.”). Ask for what you need: if you need guidance, more resources, or even just reassurance, it’s okay to say that. Good managers will welcome the clarity. It might help to remember that managers are not mind readers; your 1:1 voice is how they learn what you need and how you’re really doing. By being honest (with professionalism and tact), you help your manager help you.
Ask Thoughtful Questions: Don’t hesitate to turn the tables and ask your manager questions during your check-in – not just answering theirs. Thoughtful questions can clarify expectations, deepen your understanding, and show your engagement. For example, if you’re unsure about something, you might ask, “What does success look like for this project in your view?” or “How would you prioritize these three initiatives?” These kinds of questions help you align with your manager’s expectations and the organization’s needs. Also consider asking for feedback if your manager doesn’t naturally provide it. Try something like, “Is there anything I could be doing differently or better?”. It shows you’re open to growth and can prompt valuable input. If you feel you’re not getting enough challenge or if you want to grow in a certain area, ask: “I’d love to take on more in [X skill or role]; do you see opportunities for that?” Most managers will be happy to hear you want more responsibility or learning – it’s a sign of initiative. Additionally, asking questions about the bigger picture can be enlightening: “How do you think our program will evolve next year, and what should I prepare for?” or “What are the team’s long-term goals that I should keep in mind?”. This not only gives you context beyond your daily work, but also demonstrates that you’re thinking ahead and care about the team’s success. We’ll dive more into how to craft good questions in the next section, but as a rule of thumb, specific, open-ended questions are gold.
Take Ownership of Your Growth: You are the driver of your career, even in a nonprofit where paths might not be as clearly defined. Use your one-on-one to actively manage your development. This means coming to the meeting not just to report on current tasks, but also to discuss your future. If you have a career goal or training interest, bring it up. For example: “I’m really interested in project evaluation methods; could I perhaps attend that workshop next month?” or “Long term, I’m considering grant writing as a path – could we find a small grant for me to try writing?” Managers appreciate when employees show initiative about their growth – it makes it easier for them to help you. Also, be open about your aspirations. In a nonprofit, promotions might be limited, but there are often opportunities to deepen expertise or take on leadership in projects. If you want a certain experience (like supervising interns, or leading a pilot program), let your manager know so they can keep an eye out. Own the follow-up on growth items too: if your manager suggests a course or introduces you to a mentor, make sure to pursue it and then update them on what you learned. This shows you’re serious about self-improvement. Additionally, seek feedback and measure your progress: “Last time we set a goal for me to improve my presentation skills. How do you think I did in the staff meeting presentation last week?” Owning your growth also means being receptive to feedback – even if it’s hard to hear. Try to view criticism as a gift to help you improve, not as a personal attack. If something isn’t clear, ask questions to understand it (“Can you give an example of when I could have communicated better?”). Taking charge of your development in 1:1s can accelerate your learning and open doors, and it signals to your manager that you’re a motivated professional.
Document and Follow Through: Treat the outcomes of each 1:1 as personal commitments. It’s wise to keep a running document or notebook for your one-on-ones. Jot down what was discussed, any advice given, and especially any tasks or promises either you or your manager made. Right after the meeting (or during it, if you’re comfortable taking notes in real time), record those key points. Then, make sure to act on them. If you agreed to draft a plan, meet a deadline, or research something – do it, or if you hit a snag, communicate that sooner rather than later. Completing what you agreed to not only advances your work, it also builds your credibility. Your manager will see that you value the meeting and take it seriously. If your manager had action items, it’s okay next time to politely ask for an update if they haven’t mentioned it: “Just checking in, were you able to speak to the director about that policy?” This shows you’re engaged and also holds them (gently) accountable. Over time, these notes become a great record of your progress and accomplishments. You might look back and realize how many issues you’ve resolved or goals you’ve achieved, which is encouraging. And if ever there’s confusion about what was said or decided, you have your notes to refer to. In summary, be disciplined about capturing and following up on your 1:1 discussions – it maximizes the impact of that half-hour conversation on the weeks that follow.
Be a Partner in the Conversation: Remember that a good 1:1 is a two-way street. While your manager should lead in creating a supportive environment, you can contribute to that environment too. Show appreciation when your manager gives helpful feedback or goes to bat for you: a simple “Thank you for bringing that up, I appreciate the feedback” or “Thanks for looking into that resource for me” goes a long way. If your manager seems off or stressed one day, it’s okay to ask them if everything is okay or if there’s anything you can do to help – it humanizes the relationship (just as they check on you). Some employees feel the power dynamic means they should stay passive, but that’s not true in a healthy one-on-one. It’s more of a collaboration. So feel free to suggest changes to how you meet if needed (maybe you’d prefer a different time of day when you’re more alert, or you’d like an occasional walking meeting if in person). Many managers will welcome you taking co-ownership of making the meetings useful. After all, the ultimate goal is to help you succeed, which in turn helps the organization. By being an active, engaged participant, you not only get more out of your 1:1s, but you also show your manager that you’re someone who takes initiative and communicates – a win-win for your working relationship.

In essence, as an employee, view your one-on-ones as your time to shine and grow. It’s not a performance review or an interrogation; it’s a conversation designed for your benefit. When you prepare, speak honestly, ask questions, and take ownership of your goals, you transform a simple weekly meeting into a powerful tool for your professional development. Nonprofit work can be demanding and deeply emotional; use this time with your manager to recharge, refocus, and ensure you have what you need to do your job well and find fulfillment in it. By investing effort into your 1:1s, you’re investing in yourself and your impact on the cause.

How to Ask Good Questions

Asking good questions is one of the most underrated skills in making one-on-one meetings (and many other aspects of work) effective. A well-crafted question can open up dialogue, uncover hidden issues, and lead to valuable insights, whereas a weak question can result in dead-end answers or missed opportunities. This section is a practical guide to asking strong, thoughtful questions – for both managers and employees – with examples comparing weak vs. strong approaches.

Think of questioning as an art. The goal is to spark a meaningful conversation or get clarity, not just to elicit a yes/no answer. A good question is usually open-ended, specific enough to guide the topic, and asked with genuine curiosity. It’s the difference between “Do you need any help?” and “What’s the biggest blocker I could help remove for you this week?” – the latter invites reflection and a more informative response. Let’s break down some principles and illustrate them with examples.

Principles of Effective Questioning

Open-Ended vs. Closed: Closed questions (yes/no or one-word answers) have their place, but in a 1:1, open-ended questions are usually far more engaging. Instead of asking “Are you happy with how that project went?” (which might get a simple “Yeah, I think so”), you could ask “How do you feel about how that project went?” The “how do you feel” cannot be answered with a mere yes or no – it prompts the person to describe and reflect. Similarly, managers might avoid “Is everything okay?” in favor of “What’s something that’s been on your mind lately (good or bad)?” Employees could replace “Can I have a promotion?” with “What would it take for someone in my position to advance to the next level here?” The open format encourages a dialogue.
Specific and Contextual: A good question often includes context so the other person understands what you’re getting at. For example, rather than an employee asking “Any feedback for me?” (very broad), they could say “Do you have feedback on how I handled the donor event last week?” That zeroes in on a specific situation, making it easier for the manager to give useful input. A manager, instead of asking a vague “How’s it going?” might ask “How are you feeling about managing the new volunteers this month?” By being specific, you show that you’re paying attention and genuinely interested in that particular area. Context can also mean framing why you’re asking, which can help the person answer better. For instance, “I want to make sure I’m supporting you – what’s one thing I could do differently to help you out?” gives a reason for the question and invites constructive answers.
One Question at a Time: It’s easy to compound questions, especially if you’re nervous. (“Do you like your role and are you finding your tasks manageable and do you need anything?” – whew!). That can overwhelm or confuse the listener. Aim to ask one clear question at a time, then pause. Let them answer, and listen actively. You can always ask a follow-up based on their answer. This makes it feel more like a conversation than an interview firing squad. It also ensures you actually get an answer to each part. If you bundle questions, chances are only one will get addressed and the rest will be forgotten.
Positive/Negative Balance: Try to ask questions that cover both what’s going well and what isn’t. If you only ever ask about problems, the tone can become negative or defensive. Balance a question like “What’s your biggest challenge right now?” with something like “What’s something you’re really proud of since our last meeting?” or “What recent victory (even a small one) have you had at work?” This gives space for the person to share achievements and feel recognized. It also provides you, as a manager or employee, insight into what they value or view as a success. On the other hand, if you only ask fluff questions about positives, you might miss hearing about issues. So mix it up to get a full picture.
Avoid Leading or Loaded Questions: A leading question is one that subtly (or not so subtly) prompts a certain answer. For example, a manager asking “You don’t have any issues with the new policy, do you?” clearly signals that the expected answer is “No, no issues.” This can shut down honest communication. Instead, a neutral phrasing like “How is the new policy affecting your work, if at all?” is more inviting. Loaded questions are those that have an assumption built-in, often putting the person on the spot, like “Why have you not been meeting your targets?” This comes off accusatory. A better approach could be, “I noticed targets have been tough to meet lately. What do you think is contributing to that, and how can I help?” This way, you’re not assuming it’s the person’s fault; you’re asking for their perspective. As an employee, avoid leading questions like “Don’t you think I’m doing a good job on X?” – it might put your manager in an awkward position. Instead, “How do you feel I’m doing on X, and any suggestions for improvement?” is more open to honest feedback.
Use “What” and “How” More Than “Why”: This is a subtle tip. “Why” questions can sometimes make people defensive, because they can sound like an accusation (even if you don’t mean them that way). For example, instead of asking an employee “Why did you miss the deadline?” (which might prompt excuses), a manager could ask “What factors led to us missing the deadline?” or “How can we adjust to avoid missing the next one?” That turns it into a problem-solving discussion rather than an inquisition. Similarly, an employee might avoid asking a manager “Why did you assign me to this project?” if that could be taken the wrong way, and instead ask “What were the main considerations in project assignments? I’m asking to understand how I can best contribute.” Of course, “why” has its place when genuinely seeking reasons – just be mindful of tone and phrasing. Often you can get the same answer by phrasing it as a “what” or “how” which feels more neutral.
Follow Up on the Answers: Good questioning doesn’t stop at the first answer. Often, the first answer someone gives is superficial, or just one aspect. Be ready to gently dig deeper. Use follow-up questions or prompts: “Can you tell me more about that?” “How did that make you feel?” “What do you think we could do differently?” If a manager asks “What’s a challenge you’re facing?” and the employee answers with something short, the manager might follow up: “Thanks for sharing that. What do you think is the root cause?” or “How is that impacting you day-to-day?” As an employee, if you ask “Is there anything I should be doing differently?” and your manager gives a somewhat generic reply, you can follow up: “Could you give an example, so I understand better?” or “How would you approach that if you were in my position?” Follow-ups show you’re actively listening and care to get to the deeper insight. Just be careful not to interrogate – you want a conversation, not a cross-examination. Watch for their comfort and back off if needed.

Examples: Weak vs. Strong Questions

To make this concrete, here are some example questions one might hear in a 1:1, paired with improved versions. These illustrate how a little tweaking can turn a so-so question into a powerful one:

Manager asking about workload:

Weak: “Everything going okay with your workload?” (This may get a generic “Yeah, it’s fine” even if things are not fine, because it’s so broad and suggests the expected answer is “okay.”)

Strong: “What’s your bandwidth like these days? Are there any tasks that are overwhelming or anything I can help prioritize?” (This invites the employee to reflect on specific tasks and gives permission to mention if something is too much. It also explicitly offers help.)

Manager checking on team dynamics:

Weak: “Everyone on the team treating you well?” (Closed question; employee might just say “Yes” even if there’s a minor conflict.)

Strong: “How are you getting along with the team? For example, do you feel you have the communication and support you need from your coworkers?” (Open and specific. It encourages the employee to talk about team communication and support, and they can bring up any concern in that realm.)

Manager discussing performance issues:

Weak: “Why didn’t you meet the fundraising goal?” (Sounds accusatory and might make the employee defensive or fearful.)

Strong: “I noticed the fundraiser fell short of the goal. What do you think were the main challenges, and what can we learn for next time?” (This focuses on learning and problem-solving, not just placing blame. It assumes there were challenges and asks the employee’s perspective on them.)

Employee asking for feedback:

Weak: “How am I doing?” (So broad that the manager might respond with a generic “You’re doing fine” or only focus on one aspect.)

Strong: “Could you give me feedback on my facilitation of the workshop? I’m trying to gauge what I did well and what I could improve for next time.” (This shows you’re actively seeking to improve a specific skill and invites detailed feedback.)

Employee inquiring about growth:

Weak: “Can I get a promotion or a raise?” (This comes off as abrupt and self-focused; it might put the manager on the spot.)

Strong: “I’m very interested in growing with this organization. What skills or achievements should I focus on to be considered for advancement in the future?” (This opens a discussion about what it takes to advance, shows ambition and willingness to work for it, and is less likely to make the manager defensive. It turns the question into a collaborative planning for growth.)

Employee understanding priorities:

Weak: “What should I do?” (If you have multiple projects, asking this generally isn’t helpful; it puts all onus on the manager to figure out what you mean.)

Strong: “I have Project A and Project B due the same week. Which one is the higher priority for the organization, so I can make sure to focus appropriately?” (This clearly lays out the context and asks for a specific decision, which is easier for a manager to answer and helps you manage your time.)

General example (car purchase analogy):

Imagine you’re deciding whether to buy a car – a scenario outside of work but relatable.

Weak question: “Should I buy this car?” (It’s a big closed question. The answer depends on many factors, and asking it this way might just get you someone else’s opinion without considering your needs.)

Stronger approach: You’d break it down: “What do I need this car for – daily commuting or occasional travel?” “How does this model perform on fuel efficiency and maintenance?” “What’s my budget and does this car fit it?” By asking these pointed questions, you gather the information to make an informed decision.

Now translate that to your 1:1: instead of asking a broad question like “Can I get more resources for my project?” (which might lead to a yes/no or a vague discussion), you could ask “What would it take to secure additional resources for my project? I have data on workload that I’d like to share.” See how the latter implicitly says I have thought this through and invites a realistic conversation about requirements and data.

The key takeaway is that strong questions lead to richer discussions. They show that you’re engaged and thoughtful, and they prompt the other person to think and provide more in-depth answers. Weak questions, on the other hand, can signal a lack of preparation or result in superficial answers that don’t give you much to work with.

If you ever find your one-on-ones are hitting a dull patch or not yielding useful insights, try reframing the questions being asked. Sometimes just a slight change in wording can open the floodgates of communication. Both managers and employees should continuously hone their questioning skills – it’s a form of communication judo that, when mastered, can greatly enhance understanding, trust, and outcomes in your 1:1 meetings.

Checklists & Templates

To wrap up, here are some ready-to-use tools you can literally carry into your next one-on-one. We provide a sample meeting template (agenda outline) that you can adapt to your needs, as well as a bank of suggested questions for both managers and employees. Feel free to modify these to fit your context – they’re meant to be a starting point to save you time and ensure you’re covering the bases. Having a checklist or template can be especially helpful in a busy nonprofit setting, where time is precious and meetings need to be efficient yet human-centered.

1:1 Meeting Agenda Template

Below is a simple template for a 30-minute one-on-one check-in. It assumes weekly or bi-weekly meetings. You can adjust timing or topics for longer meetings (e.g., monthly deep-dives) or specific circumstances, but this gives a general flow:

Greeting & Personal Connection (5 min): “How are you doing?” Catch up on personal or casual topics to ease in (weekend, family, a quick anecdote). If there’s any immediate emotional state (stress, excitement), acknowledge it.
Follow-Up on Last Meeting (5 min): Review action items from the previous 1:1. Check what’s done, what’s in progress, or if something didn’t happen – discuss briefly why and carry it forward if needed. This creates continuity and accountability.
Current Work Updates (5 min): Employee shares key updates on projects/tasks since last time. Focus on notable progress, changes, or accomplishments. Manager listens and asks clarifying questions. (This is not a detailed status report, just highlights.)
Challenges & Blockers (5 min): Discuss any problems, concerns, or roadblocks the employee is facing. Employee should feel free to bring up anything from technical issues to team dynamics. Manager and employee brainstorm solutions or identify support needed.
Feedback & Coaching (5 min): Manager provides any timely feedback (positive reinforcement or constructive pointers) on recent work. Employee can also share feedback or discuss any guidance they’re seeking. If there were any recent wins, celebrate them here. If there were hiccups, treat them as learning moments.
Goals & Growth (5 min): Zoom out a bit and talk about the employee’s goals. This could be progress on a quarterly goal, alignment with the nonprofit’s mission, or the employee’s professional development plan. For weekly meetings, you might touch on a long-term goal occasionally (it doesn’t have to be every single time, but don’t let it vanish entirely). Ensure the work aligns with broader objectives and identify any new opportunities or resources for growth.
Next Steps & Closing (5 min): Summarize any decisions made or actions assigned during the meeting. Manager and employee both confirm what they will do following this meeting. (e.g., Manager will talk to director about approval for training; Employee will draft outline for new initiative.) Decide if any topics need a follow-up in the next 1:1 or outside of it. End with a positive note: thank each other for the discussion, express confidence or appreciation. If appropriate, a quick casual wrap-up ( “By the way, good luck with your volunteer event this weekend!” ) ends the meeting on an encouraging note.

This template is a guideline, not a rigid script. Some days, you might spend more time on challenges and skip deep growth talk; other times, you might dive into career planning for most of the meeting if that’s pressing. The key is to hit the main elements consistently over time: personal connection, checking past items, current work, problem-solving, feedback, and future planning. Keeping these in mind ensures a well-rounded check-in.

You might consider using a shared document with these sections as headings. Both manager and employee can jot down notes in it before and during the meeting. Over time, that doc becomes a running log of your 1:1s and makes preparation easier (you can quickly see what was discussed last time, etc.).

Question Bank for Managers

Here is a bank of questions that managers in a nonprofit setting can draw from in one-on-one meetings. These are organized by theme, but you can mix and match as appropriate. Good managers will choose questions that fit the context and the individual, and of course, genuinely listen to the answers. Use these to spark meaningful conversations, especially if you’re looking to go beyond the generic “How’s it going?”

1. Checking In on Well-Being and Morale:

“How are you feeling this week (both in and out of work)?” – An open invitation for the employee to share their general state. You can follow up by asking about specific highs or lows.
“What’s been the highlight of your week so far? And the most stressful part?” – This balances positive and negative, giving insight into what energizes or drains them.
“Do you feel you have a good work-life balance right now?” – Important in nonprofits, where passion can sometimes lead to overwork. This can lead to a conversation about setting boundaries or finding support if they’re overwhelmed.
“How’s your morale lately? Is there anything demotivating you or conversely, something that’s really motivating you?” – Directly gauges their engagement level and opens the door to discuss any concerns like burnout.
“Are you comfortable with your workload, or do you feel over/under-loaded?” – A check on whether they’re stressed or possibly looking for more challenge.

2. Work Priorities and Progress:

“What are your top priorities this week, and how can I help?” – Shows interest in their work and offers support.
“Is anything on your plate unclear or blocked that we should talk through?” – Encourages them to bring up obstacles.
“Are there any resources or information you need to do your job better?” – They might need tools, data, or decisions from you. This question explicitly asks how you can enable them.
“Looking at your goals for this quarter, how do you feel about your progress?” – Good for a periodic check to ensure they’re on track or if goals need adjusting.
“Have any priorities shifted since we last spoke?” – Nonprofit environments can change with funding or events; make sure what they’re working on is still aligned with the latest needs.

3. Challenges and Team Dynamics:

“What’s the biggest challenge for you right now in your work?” – A straightforward way to focus on the toughest issue they face. Then you can jointly tackle it.
“Is there anything about the project/role that worries you?” – Sometimes people won’t volunteer worries unless asked. This can surface hidden concerns.
“How is everything going with the team? Any frictions or examples of great teamwork you want to mention?” – Broad enough to invite comments on team relations.
“Do you feel connected to the rest of the team and our mission?” – Important in nonprofits to feel that connection. If they say “not really,” that flags an area to work on (like team building or reiterating mission impact).
“Have you noticed any bottlenecks in our processes that slow you down or frustrate you?” – Shows you value their perspective on improving things organizationally, not just in their own work.

4. Feedback and Support:

“What feedback do you have for me or the organization?” – Flips the feedback direction. They might be hesitant, so you can preface that you genuinely want to know if there’s anything you could do better or any suggestion they have.
“Do you feel you’re getting enough feedback on your work?” – If they say no, discuss how you can provide more (e.g., more frequent check-ins on tasks, or specific feedback on certain skills).
“Is there a recent decision or change you’d like to talk about or understand better?” – Sometimes leadership decisions aren’t clear to staff; this lets them ask or express concerns about any changes (like a new policy or program shift).
“On a scale of 1-10, how supported do you feel in your role? What would make it a 10?” – A bit of a creative one; it quantifies and then qualifies their support level. It can bring out surprising feedback.
“Are there any tools or training that would help you work more effectively?” – Maybe they’re struggling with an old computer, or they could benefit from a particular workshop. Asking shows you’re open to investing in their success.

5. Career Development and Growth:

“How do you feel you’re progressing toward your career goals or development plan?” – Puts the focus on their long-term growth.
“What new skills would you like to learn or strengthen?” – Encourages them to reflect on their skill gaps or interests.
“Are there any projects or roles here you’d like to try your hand at in the future?” – Gives insight into their aspirations. Maybe they want to try fundraising, or program design, etc.
“Where do you see yourself in a couple of years, and how can I help you get there?” – A direct invite to share ambitions. They might not have a clear answer, which is fine, but it opens the conversation.
“What parts of your job do you enjoy the most, and which parts the least?” – This helps identify what work aligns with their passions and what might be areas to eventually delegate or develop. It can guide future role adjustments or focus areas to make their job more fulfilling.

6. Motivation and Engagement:

“Which recent task or project did you find most energizing, and why?” – Helps both of you understand what kind of work lights them up.
“Is there anything about your job that’s been frustrating you consistently?” – A chance to air lingering frustrations, whether it’s a slow system, a difficult stakeholder, or unclear instructions.
“What keeps you motivated to do the work we do here?” – In nonprofits, reconnecting to the “why” is powerful. Their answer might reveal what aspect of the mission resonates most with them (e.g., helping clients, advocating for policy, teamwork, etc.), which is useful for you to know.
“Do you feel recognized for your contributions? Is there something I or the team could do more to acknowledge good work?” – Many people leave jobs due to lack of recognition. This question probes if they feel valued.
“What are you most hopeful about in our organization’s future? And is there anything you’re worried about?” – A high-level question that can generate a thoughtful discussion about the direction of the nonprofit and where the employee fits in.

When using these questions, don’t overload the meeting with them. They’re conversation starters – pick one or two that fit the moment. And always ask follow-ups based on what the employee says. The goal is to listen and understand, not just to tick off questions. Also, pay attention to cues; if the employee seems uncomfortable or gives brief answers, you might need to ease up or try a different approach (or examine if there’s a trust issue to address).

Question Bank for Employees

Now, for employees looking to get more out of their one-on-ones, here are some great questions you can ask your manager. It’s easy to assume the manager will drive the whole meeting, but by asking questions, you take initiative and often get information or feedback that benefits you greatly. These questions show professionalism, foresight, and engagement. Don’t feel you have to ask a lot of questions every time – use them as needed when relevant to your situation.

1. Understanding Your Manager and Team Priorities:

“What is your highest priority right now, and how can I help?” – This question flips the script and shows your willingness to support your manager’s goals. It also gives you insight into what they value most at the moment.
“What are your long-term goals for the team/organization?” – Helps you see the bigger picture and understand where things are headed. This can guide you in aligning your work with those goals or in developing skills that will be valuable.
“What are you most hopeful about, and what worries you, regarding the future of our work?” – This invites your manager to share their perspective on the organization's trajectory and any challenges. It can lead to a candid discussion about the context in which you’re all operating (funding, impact, changes, etc.).
“What part of my work would you like more visibility into?” – Sometimes managers aren’t fully aware of everything you do. Asking this shows you want to keep them informed and also might hint if they feel out-of-the-loop on something. If they say “I’d love to know more about how you handle volunteer training,” then you know to share those details more proactively.
“Is there anything I should be prepared for in the coming weeks or months?” – This is a savvy question that can surface upcoming changes or projects your manager knows about. It shows you’re thinking ahead and want to be ready.

2. Getting Feedback and Improving:

“Am I focusing on the right things, in your opinion?” – If you want to ensure your priorities align with your manager’s, ask this. It opens a conversation about any adjustments needed.
“What’s one thing I could do differently that would make your job easier or make the team more successful?” – This is a proactive way to seek constructive feedback. It shows you’re a team player. Your manager might point out something minor that you can easily adjust, which could have a big positive effect.
“Could you give me feedback on [specific project or task] I completed recently?” – If you finished a project and didn’t hear much about it, ask. For example, “I’d love your thoughts on the report I sent last week; how did it land?” This shows you care about the quality of your work and are open to critique.
“Do you see any growth areas for me that I might not be seeing myself?” – This invites your manager’s perspective on your blind spots or areas you haven’t considered. It’s a humble ask and can lead to valuable coaching.
“How do you feel I handled [recent situation]? Any suggestions for next time?” – If something notable happened (maybe a conflict with a partner, or a presentation you gave), get your manager’s take on it. It shows you want to learn from real scenarios.

3. Career Development and Opportunities:

“What skills do you think are most important for me to develop to advance here?” – This directly asks for career advice within the organization. It signals you’re interested in growing with the nonprofit and want to focus on the right things.
“Are there any projects or roles coming up that could be a good growth opportunity for me?” – Sometimes managers have people in mind for new tasks – by asking, you might get yourself considered for something or at least find out what’s possible.
“Could you recommend someone here (or in our network) I should learn from or talk to about my career interests?” – Networking within a nonprofit can be valuable. Your manager might introduce you to a mentor or let you shadow someone in a role you aspire to.
“What would it take to move into a role like [X] down the line?” – If you have a specific role in mind (e.g., your manager’s job, or a program director), ask what kind of experience or achievements are needed. This information can help you map out your development plan.
“Can we discuss my future growth in this organization? I’m curious about potential paths.” – This is a broader question that might lead to a more detailed career conversation (some organizations do this in separate meetings, but bringing it up ensures it’s on the radar).

4. Clarifying Expectations and Performance:

“Could we clarify expectations for [a specific responsibility or project] I have?” – If you’re ever unsure what success looks like in something you’re doing, ask. It’s better to get clarity than to operate on assumptions. Managers appreciate this question because it shows you want to meet or exceed expectations, not just skate by.
“How do you prefer to receive updates or communication from me outside of our 1:1s?” – This can improve your working relationship. Some managers like weekly emails, others prefer Slack pings, etc. It shows you care about effective communication.
“Do you have any feedback from others about my work that we haven’t discussed?” – Sometimes managers get comments from other stakeholders (board members, other staff). Asking this gives a chance to pass on that feedback.
“Are there any unwritten rules or norms here I should be aware of to succeed?” – A bit of a bold question, but if you’re relatively new or looking to advance, it can be useful. It might prompt your manager to share cultural insights (“For example, people here really value when you take initiative in meetings” or “it’s important to loop in finance early on budget-related things”).
“Would you be open to giving me a bit more stretch in [area] if I feel ready?” – If you want more responsibility, ask in a way that’s not a demand but a request for a challenge. For example, “I think I could take the lead on the next community workshop; would you be comfortable letting me handle it and of course I’ll check in with you?” Managers often appreciate this initiative.

5. Building the Relationship:

“How do you feel our one-on-ones are going? Anything you’d like more or less of?” – This meta-question shows you care about making the 1:1 useful for both of you. It might surprise a manager (in a good way) and lead to tweaking the format for the better.
“Is there anything I can do to make your job easier right now?” – A catch-all that shows empathy. Maybe you can take a small task off their plate or provide input where they’re stuck. Even if they say, “Not really, just keep doing what you’re doing,” it still shows goodwill.
“I really enjoy [aspect of job]. Do you have any advice on how I can incorporate more of that into my work?” – This shares positive information about what you like (good for your manager to know) and asks for help in job crafting in a subtle way.
“What keeps you up at night in your role? Maybe I can help ease one of those worries.” – This might be more appropriate if you have a close, candid relationship. It shows advanced maturity. If your manager opens up (“Honestly, I’m worried about the annual gala logistics”), you could volunteer to assist somehow. At minimum, you gain insight into their challenges.
“I read about [new idea or relevant topic]. What do you think about trying that here?” – If you come across something that could benefit your team (a new volunteer engagement idea, a piece of sector research, etc.), asking your manager’s opinion shows initiative and thought leadership. It can lead to innovative changes and also demonstrates your commitment to improving the organization.

When asking these questions, tone is important. Be sincere and not like you’re reading off a script. Choose a moment in the conversation where the question fits, or introduce it by saying something like, “I have a question I’d like to ask, if that’s okay…” to signal a small shift if needed. Your manager might not have an immediate answer to some (they might need to think or get back to you, especially on career development ones), so be patient.

Also, don’t bombard them with too many questions all at once – prioritize what’s most relevant. The goal is not to interrogate your manager, but to gain clarity, feedback, and alignment. Managers will generally be impressed by thoughtful questions because it shows you’re taking the 1:1 seriously and you care about improving and aligning with the team.