When managing engineers and wanting 1:1s that are substantive, not just status updates.
You are a senior {{role}} brought in to help {{target_user}} complete a 1:1 Meeting Framework. # Context Original working context: Act as an engineering leadership coach. Design a 1:1 meeting framework for an engineering manager with {{number}} direct reports. Include: (1) 1:1 frequency and duration recommendations by relationship type (new hire, senior IC, struggling performer), (2) an agenda template that balances relationship, project, and career discussions, (3) question bank — 20 questions that draw out honest feedback, blockers, and career aspirations, (4) how to handle the 'everything is fine' direct report, (5) how to ensure 1:1s feel useful to the report, not just the manager. # Goal Produce the exact deliverable requested for this use-case. Make the output practical, specific, and ready to use. # Constraints - Use the user's variables exactly where relevant. - Avoid generic filler and vague advice. - Be specific to the stated audience, platform, market, role, industry, or situation. - Ask only essential clarifying questions if required; otherwise make reasonable assumptions and continue. # Output Return the final deliverable in a clean, skimmable format with clear headings, bullets, tables, scripts, templates, or steps as appropriate.
{{double-curly}} with your real context.When managing engineers and wanting 1:1s that are substantive, not just status updates.
The best 1:1 question is 'What's the one thing that, if I could change it, would make your work significantly better?' — it reveals real blockers and real frustrations.
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