What I have liked both as a manager and as an employee is to talk about things that are important but not urgent, especially focusing on the employee's experien

What I have liked both as a manager and as an employee is to talk about things that are important but not urgent, especially focusing on the employee's experience and happiness. I think they day-to-day work stuff belongs mostly elsewhere. When I start 1:1s with a new engineer, I will ask about why they took the job, what they were hoping to get out of it, and where they see themselves as going professionally. Then over the long term it's my job to make sure that they are getting what they want out of the job and staying happy enough that they stay, so I'll return to those early conversations and update them. Lara Hogan has some good resources for managers: https://larahogan.me/resources/one-on-ones/ https://larahogan.me/resources/one-on-ones/ Regarding the OP's situation, though, it sounds like they are feeling responsible for directing the 1:1. I'd say that's a bit of a managerial failure. But answering the question directly, in the OP's shoes I might turn to broader questions. Ask about the company strategy, and how the employee's work fits in. Ask for career advice. Ask about manager's relationships with higher ups.