Let me clarify: Developing a relationship with a direct report and getting their loyalty are byproducts of a managersu2023 principal objective of making that employee effective for the organization. This can be viewed as splitting hairs, but it is a distinction to be made if one is to attempt to answer this question. I can take a direct report out to lunch but I will still have a 1 to 1 because the nature of 1-1u2019s require a degree of focus which the competing presence of fine food will not allow. This is serious business.u00a0u00a01 to 1u2019s is a catchall phrase that describes a variety of session is called for. The key element in them is that they are expected to repeat through oneu2019s employment:Regular 1-1u2019s:These sessions are used to jointly assess previously agreed action plans, prfeedback on critical incidents[1] and observations, offer guidance and support, reaffirm belief in the direct reports competence, manage the employee up or out, clarify issues, and a host of other topics. Depending on the organization and the layer[2] in the organization the particular staff is in, they can be held as frequently as weekly to as infrequently as once or twice a year.Objectives Setting: These sessions are used to build objectives[3] for which the staff will aim for through the period which the objective is relevant. It is a session for establishing the line of sight[4] from the work of the staff to the strategic direction of the organization. They are done in many different ways but it is always ideal to have the staff develop their own objectives within the larger goals of the business unit to which they belong.Performance Reviews: These are sessions, usually semi-annual (as a checkpoint) and/or annually (for review) of objectives set at the beginning of the year. These are more strategically minded as they are focused on if and how the objectives and outcome expected over a period (usually a year) of time was achieved or not.Personal Development Plans (PDPs): These sessions are used to establish personal development goals of the employee usually via assessing their strengths and weaknesses, determining their aspirations, their career goals, and planning a series of projects, formal trainings courses, job roles, etc that will aid the staff to enhance their strengths, mitigate weaknesses, achieve their career goals and aspirations. These sessions are also used as checkpoints for the plan. PDPs frequently do not concern themselves with what they do on a day-to-day basis, except if it illuminates their strengths and weaknesses.Depending on the size and type of organization, 1-1u2019s may be of varying degrees of frequency and intensity, but having lunch with the employee is not a 1-1. This is not to say they arenu2019t important u2023 they are excellent for building the necessary trust and connection so that the 1-1u2019s are productive and allow people to have productively fierce conversations[5] without being defensive.u00a0Critical Incidents: events of note that concretely demonstrate a particular behavior, whether positive or negativeLayer: This refers to the position of the employee when viewed from a hierarchal structure from the CEO to the front line employee. The higher you go up the organization, the less you are told what to do or how to do it, and very little handholding.Objectives: Objectives are used to guide the overarching focus for the year for the employee. They describe many of the items on a job description, but place emphasis on the areas of focus of the organization. Ideally, one is expected to think throughLine of Sight: establishing how oneu2019s specific tasks contribute to the larger goals of the enterprise Fierce Conversations: Conversations about the elephant in the room. No egg shells here. I got this from a course provided by Potential Squared | Commercially Minded | Refreshingly Direct