You are working against human nature if you think most people are not going to feel more comfortable talking about private matters in a 1:1 vs a public environment.

You're also an asshole manager if you're giving any sort of negative feedback on a person in a public setting.

You could always just schedule a meeting when someone needs a course correction, but then your employees who are clever little humans, will quickly figure out that any ad hoc meeting is going to be a problem for them and then have anxiety about those, even if its going to be a positive meeting for once.

Have you never heard people joke that their boss asked them for a quick chat and they thought they were getting laid off?

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JohnMakin 2 hours ago | parent [-]

> You are working against human nature if you think most people are not going to feel more comfortable talking about private matters

This is reframing the discussion a little bit. I said up thread, certain things need to be discussed in private, but why would it be on a regular, frequent cadence?

As far as negative feedback - yes, but isn't that what quarterly/bi-yearly/yearly reviews are for? If someone requires negative feedback on like, a once a week cadence, I'd be very concerned that employee was a good fit or being managed wrong.

	▲	lovich 3 minutes ago \| parent [-]
		The longer the period in between reviews the larger the gap can become between the manager and employees perception of the employees performance. Personally I don’t think once a week is absolutely necessary but I tailored it to the employees. I let them choose a cadence with a maximum of once a week and a minimum of once a month and had a mixture of choices amongst my team. Some people also want to feel heard, but I had to balance that out with my other responsibilities and couldn’t guarantee I could drop everything to talk, so I carve out the time on my calendar and also made it clear that we could drop the meeting that week if both parties felt it was unnecessary