Maybe the most important question you need to ask is: "When should you have these conversations with each employee?" And, "How often?"

Everybody is different.

Some employees need much more guidance and direction than others. Some people you need to talk with them every day. You need to coach them into their role every day. You need to grab them on their way in the door and say, "Here's exactly what I need you to do today. I need you to do A, B, C, and D today. Are you with me? Are you sure? I've made you a check-list." We call that, 'Coaching people into their roles.'

I promise you: There are some employees with whom maybe you've come to the conclusion they're low performers or mediocre performers. But if you coach that person into his or her role every day ---or maybe you need to talk to that person twice a day--- I promise you, there are some people you think are low performers, if you coached them every day or twice a day, you would find out: That person wasn't a hopeless low performer. That person just needed a whole lot more guidance than I was giving him.

But, of course, with other people, if you talk to them every day or twice a day, it would be ridiculous. Some people, if you talk with them every other day it would be plenty; or every third day would be plenty.

If you've got a direct-report who, you go in and say, "Hey, are you ready for our one-on-one conversation?" and that person says, "Our one-on-one conversation? OK! I memorized all the checklists." And you say, "Well, let's talk about what you're planning to do this week." And that person says, "Actually, I prepared a PowerPoint presentation. Let me show you all the things I did last week and all the things I am planning to do this week and in fact I've got a few assignments for you, Boss." Well, maybe you need to talk with that person once a week or every other week. And be nice to her because she's going to be your boss in a couple of years.

BONUS MANAGEMENT BEST PRACTICE
Do you currently manage employees who report only to you and nobody else? Name them. Next to each name, answer the following questions in writing:
What are your expectations for working with this person? How often are you going to have one-on-one meetings with this person? Are you going to meet in person or are you going to rely primarily on email and telephone? How and when are you going to make assignments? How are you going to spell out goals? How are you going to make requirements clear? How are you going to monitor and measure performance? Spell it out every step of the way.

Prepare for your next one-on-one with each of these individuals. Explain that you want to revisit your expectations for working together. Explain that you are trying to become a better manager. Explain that you want to be more effective in providing guidance and support for everyone you manage. Explain that this is about your style and standard operating procedures as a manager. Explain to each person that this is good news! You are going to try to be a much better manager. Ask them to help you.