One-on-one with AI: prep, delivery, continuity

Help me set up a notebook for someone on my team.
Role: [position]. Time on the team: [duration]. Experience
level: [junior/mid/senior].
What they're working on: [projects]. What they enjoy: [what
you know].
Where they want to end up: [long-term goal, if you know it].

Suggest a structure for a card at the top of the file: what
sections it should have so they still make sense to me a year
from now, and what belongs in each one.
Assume a chronological log from every one-on-one will go
below the card.

For each section, note in one sentence how often it gets
updated (every meeting / quarterly / once a year).
Don't make anything up about this person — where you're
missing information, write QUESTION: [what I should ask myself].

Write me project instructions for a project where I work
with notebooks on my team members (one-on-one prep, feedback,
material for reviews). My team: [number] people, field [field],
company [size].

The instructions must include at least this:
- work exclusively with what's in my notes, don't make
  anything up
- where the notes aren't enough for a conclusion, write
  MISSING MATERIAL instead of guessing
- distinguish a documented fact (date, situation) from my
  own impression, and always state which one it is
- phrase things soberly, no labels on a person's character
- never suggest a rating, a raise, or any HR action
- when I ask about a review, return material and questions,
  not a verdict

Write it as finished instruction text, not as a
recommendation. At the end, add 3 sentences you think I
should fill in to match my company's specifics.

Prep a one-on-one with [name] for me, the meeting is [when]
and we have [30] minutes.
Attaching their notebook — the card and notes from the last
few meetings.

[paste file contents]

Give me structured prep:
1. Open agreements from last time: what, who (including mine),
   status per the last entry. For each, note whether the notes
   show it's done, or whether there's been no mention of it
   since.
2. What to follow up on: 3 topics that keep recurring in the
   notes and never got resolved into a decision.
3. What hasn't come up in a while: topics from the card
   (development, goals) we haven't talked about in at least
   2 meetings.
4. Three questions to open the meeting with — specific to
   their situation, not a generic “how are you.”
5. One thing I should acknowledge based on the notes.

Work only from the text I attached. Where you're not sure,
say so.

From these notes on [name], suggest 8 questions for a
one-on-one.

[paste the last 3 entries]

Split them into:
- 2 questions about current work that ask about obstacles,
  not status
- 2 questions about what, per the notes, has been bothering
  them for a while
- 2 questions about development and where they want to go
- 2 questions about me: what they need from me, and what I'm
  doing wrong

For each, note in one sentence why to ask it that way, and
what to avoid so it doesn't sound like a check-up.
No yes/no questions.

Tomorrow I have my first one-on-one with a new team member.
Role: [position]. Start date: [when]. Prior experience: [what
you know].
Team: [number of people, what they do]. My leadership style:
[description].

Prepare a structure for a 45-minute first meeting:
- what I should say about myself and how we'll work together
  (5 sentences)
- 8 questions to learn how they want to be led: what
  motivates them, how they want to receive feedback, what
  wore them down in past jobs
- what from the answers I should write into their notebook,
  and why
- 3 things I should NOT do in this first meeting

Ask like a human, not like an HR questionnaire.

I want to give feedback. Here's my raw note, written in the
moment when it was bothering me:

[paste note]

Convert it into the SBI structure:
- Situation: exactly when and where (ask me if it's missing)
- Behavior: only what was seen and heard, no interpretation
  of intent
- Impact: what it caused, concretely and verifiably

Then, separately, list for me:
1. What in my note is observation and what's already my
   interpretation
2. Which phrases judge the person instead of the situation
3. One question I should ask at the end to check I understood
   this correctly

Don't try to soften it into vagueness. I want to say it
clearly, in a way I won't be embarrassed about later.

I want to recognize someone on my team. Here's what happened:

[describe the situation, messy is fine]

Phrase the recognition using SBI: a specific situation,
specific behavior, specific impact on the team or the client.

Give me three versions:
a) one-on-one, just the two of us
b) public, in the team channel, 3 sentences
c) for a review, as a documented example with a date

Avoid superlatives and phrases like “great job.” I want it to
be clear exactly what they should do again.

Play the role of someone on my team in a one-on-one. Context:
[position, how long at the company, how they react to
criticism based on my notes — paste the relevant passages].

I'm about to tell them this: [wording of the feedback].

Play them realistically: defensive at first, with substantive
counterarguments, then try shifting responsibility onto
circumstances or onto me.
Reply briefly, one line at a time, and wait for my response.
Don't cave immediately, but don't be a caricature either.

When I say END, drop out of character and write:
- where I drifted from a specific behavior into judging the
  person
- where I got pulled into defending myself
- the one sentence I should have said and didn't

Here are my raw notes from a one-on-one with [name], dictated
right after the meeting:

[paste notes]

Turn this into a notebook entry in this format:
- Date and length of the meeting
- What we talked about (3-5 bullet points, factual)
- Agreements: who | what | by when — mine and theirs listed
  separately
- What's still open for next time
- Signals I should keep an eye on (only what's actually in
  the notes)

Rules:
- don't add anything I didn't say; where a note is unclear,
  write VERIFY: [what]
- no judgment of the person, just a description of the
  situation and the agreements
- write soberly, assume they might read this too

Go through one-on-one notes for the whole team over the last
[6] weeks.

[paste notes]

List, in a table, EVERYTHING I promised:
to whom | what exactly | when I promised it | agreed deadline |
did a later entry mention it's done?

Sort by how long it's been hanging.
At the end, list 3 promises where the notes suggest the other
person is waiting on them and I haven't circled back since.

Don't guess anything — if the notes don't make the status
clear, write UNCLEAR.

Here's [name]'s notebook for the last quarter — the card and
[6] entries.

[paste content]

Analyze the trajectory:
1. Topics that recur in 3 or more entries — for each, note
   which dates it appeared on and whether it moved forward or
   stayed put.
2. What demonstrably improved: a concrete example from the
   notes (before X, now Y), not an impression.
3. What keeps coming back even after we agreed it would
   change.
4. Topics that disappeared — and whether that's because they
   got resolved, or because we just stopped talking about
   them.
5. What we didn't talk about at all this quarter, even though
   it's on the card as one of their long-term goals.

For each point, cite the date of the entry it's based on.
Where the material isn't enough for a conclusion, write
MISSING MATERIAL.
Don't judge the person, describe what's in the notes.

I'm attaching one-on-one notes for all [7] people on my team
for [quarter].

[paste notes, with each person's name]

Compare them across the team and give me:
1. Who's dominated by operational matters (task status) and
   who I actually get to development and direction with —
   based on the ratio of bullet points in the notes.
2. Who I didn't have a single career or goals conversation
   with this quarter.
3. Topics that come up independently for multiple people —
   that's usually a signal about the team or about me, not
   about the individual.
4. Whose entries are the shortest and sparsest — where I have
   the least material.

I'm not trying to evaluate people, I'm checking my own
attention. Phrase this descriptively, no conclusions about
individual ability.

I'm preparing an annual performance review with [name].
Attaching their notebook for the whole year: the card, [24]
one-on-one entries, and feedback notes.

[paste content]

Put together MATERIAL for me, not an evaluation. I want:
1. A chronology of documented achievements: what, when, what
   impact it had — with a date reference for each.
2. Documented problem situations the same way, descriptively,
   with no labels.
3. Goals agreed on at the start of the year, and what the
   entries say about them.
4. How recurring themes evolved (quarter by quarter).
5. What's missing from the material for me to be able to
   discuss [area].
6. A separately marked list: what's in the notes as a
   documented fact, and what's just my impression with
   nothing behind it.

Don't suggest a rating, a raise, or any HR decision.

I have material ready for a performance review with [name]
[paste the material or a summary of it].

Prepare me for the conversation:
- 10 questions and objections I can expect from them, ranked
  by likelihood; specifically flag the ones aimed at pay,
  promotion, and fairness of the review
- for each, a skeleton of an honest answer in three points
- 3 questions my material doesn't have a good answer for, and
  how to admit that fairly
- 5 sentences to open the conversation with, so it doesn't
  start like a trial

Don't tell me what to promise them. Decisions about pay and
promotion are mine and the company's to make, not yours.

These agreements and goals came out of the performance review
with [name]:

[paste]

1. Reword each goal so that a quarter from now, it's clear
   whether it happened — what exactly would have to be
   visible.
2. For each one, write what I need to do to make it possible
   (access, time, budget, opportunity), not just what they
   need to do.
3. Suggest when to revisit each one: a specific month and a
   question to ask in a one-on-one.
4. Flag goals that depend on things outside their control —
   those can't be evaluated as their performance.

Give me point 4 even if it feels uncomfortable.