A powerful leadership practice more CEOs should consider:
LIMITING ONE-ON-ONE TIME WITH THEIR DIRECT REPORTS.
It may sound unconventional. After all, one-on-ones are often viewed as the cornerstone of connection and alignment. But in reality, they can unintentionally reinforce individual agendas over collective accountability. When leaders spend most of their time in private conversations, teams often default to competing for attention rather than building shared solutions.
Earlier this year, a CEO implemented this shift within his executive team. One-on-ones were replaced with more frequent collective working sessions among team members. More space for open dialogue, decision-making, and alignment.
Within months, he reported a measurable difference:
“The team is making better decisions, faster. And without me needing to weigh in on everything. I’m less drained, and they’re more connected.”
The results were tangible:
✅ Clearer shared priorities
✅ Fewer side meetings and silos
✅ Less back-channeling and gossiping
✅ A stronger sense of accountability across the team
Of course, it’s not without risks. Watch for groupthink, exclusion of quieter voices, or performative collaboration. But those patterns are often easier to spot (and correct) when conversations are in the open rather than behind closed doors.
IN SHORT: CEOs don’t just lead individuals — they design the conditions for leadership alignment. Sometimes the most effective move is not more one-on-ones, but more “one team”.
