It's striking that he recommends quarterly 1:1s or biannual 1:1s if an employee is doing well, but "of course" more frequent 1:1s if they're struggling. How's

It's striking that he recommends quarterly 1:1s or biannual 1:1s if an employee is doing well, but "of course" more frequent 1:1s if they're struggling. How's that going to affect team morale, when it's apparent to everyone that frequency of 1:1 events on calendars is tied to performance? As a manager, I've been comfortable with every-other-month 1:1s with some people and weekly 1:1s with others, but that decision generally is not made based on performance considerations. Instead, it has to do with how well we know each other, how information is being communicated outside of 1:1s, and what the other person wants to get out of the meeting.