Leaders Divided On The Pros And Cons

When Mark Zuckerberg recently explained that he does not hold recurring one-on-one meetings with his direct reports, it set off a debate across social media. He said he talks to people constantly and prefers to keep his time free for the most important work rather than block his calendar with routine meetings. Zuckerberg’s comments drew a strong reaction, with some praising his efficiency and others saying he was focused more on his own needs than on his employees. Is Zuckerberg right or wrong? It can help to see what the research shows about one-on-ones, and when less structure might work.

As a researcher, I can tell you that there can be a lot of research to support something that just doesn’t work well in practice. What I have found to work is building a culture of curiosity so that people can feel comfortable going to leadership at any time and not just at formal one-on-ones. Zuckerberg can be a controversial guy, and people will weigh in more when he talks. The real value in this is that it is causing people to discuss the pros and cons of one-on-ones, and whether you love him or hate him, that is beside the point. What I found most valuable about this debate is that leaders should question whether their current style encourages curiosity or discourages it.

What Research Tells You About One-On-Ones At Work

Most leadership research supports the value of consistent one-on-one meetings. Gallup found that employees who meet regularly with their manager are nearly three times more likely to be engaged. The connection between engagement and productivity has been well documented, and conversations that are personal and purposeful help employees feel seen and supported. One-on-ones often work best when they focus on coaching and career development rather than simply task updates.

The Benefits Of One-On-Ones At Work

Regular one-on-ones create space for learning, feedback, and curiosity. When managers dedicate time to talk with each employee, they send a signal that they care. People often share things in private they would never mention in a team setting like ideas they want to test, concerns they fear will sound critical, or goals they are unsure how to pursue. That helps leaders spot unique ideas and remove barriers early.

These meetings also strengthen psychological safety. When employees trust that their manager listens without judgment, they are more likely to admit mistakes or ask questions. That dynamic fuels curiosity, which research links to higher innovation and adaptability.

The Downsides Of One-On-Ones At Work

Even strong practices have limits. Poorly designed one-on-ones can waste time and frustrate employees. Some managers treat them as status reports rather than discussions. Others use them to micromanage, which erodes trust instead of building it. Employees who have one-on-ones can often describe them as unproductive because the agenda lacks direction or the manager dominates the conversation.

A big drawback that Zuckerberg mentioned was calendar fatigue. He mentioned how it stressed him out to have his day full of scheduled meetings. Part of what upset people about what Zuckerberg said was that he came across as more focused on himself than his employees. It is challenging when the things people say are taken out of context, because you don’t have the full picture to know whether that is true. However, just like employees can feel their days are overwhelmed with useless meetings at times, when managers oversee large teams, recurring meetings can leave little time for strategic thinking.

What A Different Approach To One-On-Ones Looks Like

Zuckerberg’s preference for flexibility reflects a non-hierarchical structure where communication happens continuously. He reportedly keeps a small core team of about 25 to 30 leaders who have full access to him and can raise issues anytime. He claims his approach relies on autonomy and mutual trust rather than scheduled meetings.

There are legitimate advantages to this style. It can speed up decisions and reduce bureaucracy. It also empowers senior leaders to own their work rather than wait for a weekly slot on the calendar. For highly independent, confident employees, that autonomy can be energizing.

The risks come when employees are less seasoned or less assertive. Without a guaranteed check-in, some voices may go unheard. Some may interpret the lack of scheduled time as a lack of interest. In large or distributed teams, this can lead to uneven communication and feelings of isolation. A manager might think they are available, but availability only matters if people feel safe enough to approach. That is where creating a culture that rewards curiosity is so critical.

How To Decide Which One-On-Ones Approach Fits Your Team

The best system depends on context. Teams differ in experience, culture, and trust levels. In new or growing organizations, structure can create clarity and predictability. In mature environments, flexibility can unleash speed and creativity.

A useful test is to ask: do employees consistently know where they stand? Do they feel comfortable raising problems and exploring new ideas? If the answer is yes, your current style may be fine. If not, you may need more intentional one-on-ones. If you have built a culture of curiosity, the answers you get are more likely to be honest.

Many leaders blend both models. They hold scheduled conversations but also keep time open for informal discussions. This hybrid approach respects the need for structure while leaving room for spontaneous problem-solving and curiosity.

How One-On-Ones Can Fuel Curiosity At Work

Curiosity thrives when people feel safe to question, explore, and imagine possibilities. One-on-ones are ideal settings for that. The goal is to invite curiosity-driven dialogue.

Managers can start with open questions like:

• What have you been wondering about in your work lately?

• What challenges have sparked your curiosity?

• What assumptions are we making that might deserve another look?

• What skill or topic would you like to explore next?

These kinds of questions encourage reflection, which reinforces learning. Employees often bring up creative ideas when they feel their questions are valued rather than judged.

The Curiosity Connection In One-On-Ones

If another leader had said this, it wouldn’t be getting as much attention. Since it was Zuckerberg, it gets people talking. The real issue behind the debate is whether the organization embraces curiosity. One-on-ones can boost engagement, retention, and trust when done properly. At the same time, flexibility can serve teams that operate best through spontaneous collaboration. Leaders can learn from both views. Whether you schedule every discussion or prefer informal check-ins, the key is to stay curious. Meetings alone do not create connection. Curiosity does.