Why Regular Check-Ins Might Be Holding Your Team Back

Ever feel like your calendar is running your life? Many managers find themselves stuck in a cycle of back-to-back one-on-one meetings. These meetings can feel like a necessary evil, but what if they're actually slowing your team down? A recent experiment at a tech company showed that ditching the regular one-on-one meetings might be a good idea. They kept meetings for new hires and sensitive topics like performance reviews, but everything else became as-needed. The result? People felt more supported because help came when they needed it, not on a fixed schedule. Leaders like Jensen Huang and Marc Andreessen already work this way. They focus on goals, decisions, and growth within the project timeline. The weekly check-in is a habit from the office-first world, but in remote, product-driven organizations, it's often not the best use of time. Instead of regular meetings, the team switched to shared documents and Slack channels. They used short notes to update each other on changes, roadblocks, and decisions. This way, they skipped unnecessary catch-up meetings and had a record of how and why choices were made. When a quick decision was needed, they jumped into a short huddle. These meetings were small, focused, and always ended with one owner and one date. If the topic was unclear, they wrote a brief doc or built a tiny prototype first. This approach saved time and ensured everyone was on the same page. The team also held open office hours for growth, feedback, and sticky problems. People came when they needed it, making the process more efficient. Some topics required group discussion, so they had small group sessions for things like prioritization and writing product requirement documents. These sessions were recorded so the advice could be reused. They created a simple rubric for communication: async for status updates, huddle for decisions, office hours for coaching, and immediate one-on-one for sensitive topics. This system improved focus, clarity, and decision-making. Coaching got better because guidance was delivered once at a higher quality and made accessible to all. But it's not just about efficiency. People choose environments where progress beats ceremony. Protecting attention and showing up at the right moments helps keep great teammates. Waste time, and you might lose them to recruiter calls. This approach only works if it's humane. New hires keep a weekly one-on-one for the first month or two, then taper off as they find their footing. Personal topics go straight to a private conversation. The cadence is variable because the work is variable. Sometimes, more frequent meetings are needed, other times, less. The manager's job doesn't shrink. They still watch for quiet voices, stuck work, and moments to recognize people. If you miss hallway moments, create them on purpose. Light coffee chats, demo open houses, and the occasional in-person day can help. This isn't about being contrarian or cutting meetings for sport. It's about building a system that gives people time to do meaningful work and gives managers better ways to support them. Run the 30-day test with your team. Protect the obvious exceptions. Hold yourself to the same standards you set for others. If your calendar feels lighter, your writing is sharper, and decisions aren't stalling, keep going. If not, bring the weekly one-on-one back. The point isn't the ritual. The point is building a way of working where smart people can do their best work and feel supported while they do it.