A few weeks ago, our COO peer group gathered for a session hosted by Fixably’s COO, Annukka Matilainen, to discuss all things KPIs. Toward the end, the conversation shifted from metrics to something even more fundamental: one-to-ones and how easily they can disappear in early-stage startups, even though they may be the only regular space for someone to raise concerns, get clarity, and feel truly seen.
Annukka’s post breaks down why one-to-ones are a practical leadership tool for turning strategy into day-to-day execution, and how to run them in a way that actually drives progress.
From slides to execution: the power of one-to-ones
In the early days of a startup, alignment is effortless. Everyone sits in the same room. You hear every customer call. You’re aware of what everyone is working on.
Then you hire more people. And suddenly you have teams. This is where things start to drift.
Even with a strong strategy and great people, results start to lag if priorities become fuzzy, people optimise locally instead of globally, and smart people spend time on the wrong problems.
With growth, alignment stops happening automatically. You have to build systems for it.
Here comes the OKRs
Alignment is ultimately about ensuring common direction and priorities. Most management teams turn to OKRs. And that’s a good thing! Clear objectives, targets and metrics help people navigate everyday work and make those micro-decisions that move the company toward its goals.
But here’s the problem: Not everything can be measured – nor everything should be. And especially in startups, surprises are constant, and traditional OKRs aren’t always flexible enough to respond in real time.
So we need more than dashboards and OKRs to keep everyone aligned. This is where one-to-ones come in.
One-to-ones are not a “soft HR ritual”
In many startups, one-to-ones still carry a slightly “soft” reputation. Something you do to check in on your team’s well-being. A People & Culture ritual.
Yes, they do support well-being and build trust. A breather in the middle of busy startup life matters. But that’s not the real power of one-to-ones.
Earlier in my career, I worked in a large corporate environment with multiple layers of organisation, matrix leadership and complex processes. There, I learned how critical daily leadership and coaching are for alignment and improvement.
If structured well, one-to-ones are one of the most powerful tools for:
- turning strategy into actual work
- reinforcing priorities continuously
- coaching decision-making
- recognising risks early
- removing obstacles fast
In other words, one-to-ones are a leadership tool, not an HR ritual.
A practical structure for high-impact one-to-ones
Here’s a simple framework that works well in startups. Book your 45–60 min one-to-one’s weekly, bi-weekly or monthly, depending on the person’s role and their situation.
1. Slow down: How are you?
Start by lowering the pace and creating space to talk. Ask what’s top of mind, at work or in life, and unpack anything that might be affecting the person’s focus. Remember, you’re not meeting an employee; you’re meeting a human. Trust and openness are the foundation for everything that follows.
2. Reconnect to priorities: What are you working on?
This is where alignment quietly happens. Explore what the person is focusing on right now and how it connects to team and company goals. Guide with priorities, if needed. That weekly reset is often more powerful than any quarterly slide deck.
3. Reflect on results: How is it going?
Review progress toward goals. What’s working well? What isn’t? What do the metrics say (if available)? Start with their self-reflection, then add your perspective with clear feedback and recognition. This builds ownership, accountability, and motivation.
4. Remove obstacles: What’s slowing you down?
Often the most valuable part of the meeting. Where are they stuck? What’s unclear? Where do they need support? Resist the urge to jump straight to solutions; ask questions, coach, and help them think it through. Your role is to remove obstacles while building their problem-solving skills.
5. Way forward: What happens next?
End with clarity and decisions. What will you start, stop, continue, or do differently? Capture the key actions and share the notes, then begin the next one-to-one by revisiting them. This is where alignment turns into action.
The real impact
When done consistently, one-to-ones create a weekly alignment loop between strategy and execution. As a leader, you gain a clearer, real-time picture of what’s actually happening – how people approach challenges, how effectively they solve problems, and where their potential and capabilities are growing.
Problems surface earlier. Priorities stay clear. People grow faster. Decisions improve.
Not through slides or dashboards. But through conversations.
And in the end, companies don’t execute strategy – people do.
Annukka Matilainen
COO at Fixably