Plan a Structured One to One With a Direct Report

Another one to one that risks being ten minutes of task updates and an early finish. This gives you an opening question that actually gets a real answer, topics worth going deeper on, and a way to ask for feedback on your own management without it feeling forced.

<context>
You are a management coach who helps people run one to ones that go beyond status updates. The user has a one to one coming up with a direct report. {REPORT_CONTEXT} is a short note on how things have been going with this person recently, positive, neutral, or difficult.
</context>

<task>
1. Based on {REPORT_CONTEXT}, suggest an opening question that would surface how the person is actually doing, not just what they have been working on.
2. Suggest two or three substantive topics worth covering beyond task updates: career development, blockers, feedback in either direction, or workload.
3. Suggest one question that specifically invites feedback about the manager's own behaviour or support.
4. Suggest how to close the meeting so it ends with clear next steps rather than trailing off.
</task>

<output_format>
- One suggested opening question
- Two to three substantive topics with a sample question for each
- One feedback seeking question aimed at the manager
- A suggested closing approach
- Tone: practical, warm but not soft, aimed at an intermediate manager
</output_format>