It might help if you give us some context as to what you already talk about in 1-1s. With my direct reports (I am in data science, so the project timelines/str

It might help if you give us some context as to what you already talk about in 1-1s. With my direct reports (I am in data science, so the project timelines/structures may be a bit different), rather than ask for a status report, I will ask them if there is anything they're having trouble on/issues with. If there are issues, I help them solve and/or troubleshoot, and also demonstrate my approaches for dealing with that kind of thing. (Prefacing that this is not likely the only way, but it is a way that has worked for me.) If there are no issues on their current project(s), then I ask for dataviz--what are they finding/working on finding/are models improving/etc. Beyond that, it's discussions of project resourcing: are you hitting deadlines, when can we expect to wrap up this stage, etc. Finally, if nothing else, I'll try to engage in some conversation--my style as a manager relies on ensuring the personal and work well-being of my direct reports. OTOH, what do I talk about with my manager? Kind of the mirror image of what I expect from my direct reports: 1). Status updates on current projects 2). I'll ask for my manager's opinion on my approach to a solution. If they say it's fine, I'll note that (good for CYA); if it's not, I'll ask for their thoughts, or demonstrate having tried their way (if I have), or my estimation of the success of that approach. I try to do all of this in a way that lets me gauge how invested they are in said project. If their answer is all generalities, they're not likely super invested. If they can talk specifics, then I assume that I have support if I need it. 3). Ask if there's anything else we haven't discussed. 4). Get to know them; managers are people too, and you can help yourself by being in their good graces.