ABA One-on-One Meeting Template — Free Word & PDF for Team Leaders
Running an ABA clinic means juggling clinical excellence with people management. Your RBTs, BCBAs, and support staff need regular check-ins to stay engaged, supported, and effective. But without clear structure, one-on-ones can drift into vague conversations that waste time and miss opportunities to build trust. This template gives you a ready-to-use framework for people-management conversations that actually work.
This page provides exactly what busy team leaders need: downloadable Word and PDF templates, a time-boxed agenda you can copy today, a HIPAA-safe example, short scripts for common situations, and an action-item tracker to keep follow-through on track. These tools focus on people management—career development, workload balance, morale, and operational issues—not clinical supervision. If you need to review client cases or make treatment decisions, that belongs in a separate clinical supervision meeting with appropriate documentation.
Whether you lead a small team of RBTs or manage an entire clinic, you can use these resources to run consistent, productive one-on-ones that build the kind of trust that keeps good people around.
Downloadable Templates (Word & PDF)
The fastest way to improve your one-on-ones is to stop reinventing the wheel each time. A consistent template helps you prepare faster, stay focused during the meeting, and follow up reliably afterward.
Both files include the same core fields: date, attendees, meeting length, agenda items, wins, blockers, development topics, action items, and notes. The Word version is fully editable so you can customize fields or add your clinic’s branding. The PDF prints cleanly for leaders who prefer paper notes.
Before you download, a quick privacy reminder: do not put client names, initials, or other protected health information in these meeting notes. People-management one-on-ones should stay focused on the staff member’s experience, workload, and growth. If a clinical topic comes up that requires client details, move that conversation to a clinical supervision session and document it in your secure clinical record system.
If your organization has a BCBA review process for templates, consider adding a “Reviewed by BCBA” line to your customized version. If that review has not happened yet, mark the template as “needs validation” before distributing it widely.
What’s Inside Each Downloadable File
The template fits on one page while covering everything you need for a productive check-in.
The header captures the date, leader name, staff member name, and role. This basic information helps you track meeting history and ensures continuity when you review past notes.
Below the header, a time-boxed agenda section with suggested minute allocations keeps your meeting moving and prevents any single topic from dominating. The template includes a short fillable example with HIPAA-safe placeholders showing what completed entries might look like.
At the bottom, an action-item tracker table gives you columns for the task, owner, due date, and status. This is where accountability lives. The file also includes a quick script cheat sheet with copy-ready phrases for opening the meeting, giving feedback, and closing strong.
Quick Agenda (Time-Boxed Steps for a 1:1)
Consistency beats complexity. Your staff should know what to expect each time, and you should be able to run a useful meeting even on busy days when preparation time is limited.
The 30-minute format works well for regular check-ins with established team members. For deeper conversations—onboarding sessions, career development discussions, or performance concerns—expand to 60 minutes. Both versions follow the same flow: quick connection, employee priorities, manager priorities, and action items.
The key principle is that the employee should drive most of the conversation. Your job is to listen, remove obstacles, provide context, and ensure clear next steps. When employees own the agenda, they bring up issues earlier and feel more invested in solutions.
One important note: avoid discussing specific client details in these notes. If a clinical concern arises, acknowledge it and schedule a separate clinical supervision session to address it properly.
Sample 30-Minute Agenda (Copyable)
Minutes 1–2: Quick check-in. Ask how your team member is doing and give them a moment to settle in. This brief connection sets the tone for an open conversation.
Minutes 2–12: Employee priorities. This is their time to share wins since your last meeting, surface blockers or frustrations, and ask questions. Resist the urge to solve problems immediately—listen first and take notes.
Minutes 12–22: Manager priorities. Share relevant feedback, provide context about organizational changes, and discuss anything you need from them. Keep your items focused so you leave time for the most important part.
Minutes 22–30: Action items and next steps. Name specific tasks, assign clear owners, and set due dates. Confirm your next meeting date before you close. This ending turns a good conversation into real progress.
How to Use the Template: Step-by-Step (Prep, During, After)
A template only helps if you actually use it. The difference between productive one-on-ones and time-wasting meetings usually comes down to what happens before and after the conversation—not just during it.
Think of the meeting itself as only part of the process. Preparation sets you up for a focused conversation, and follow-up ensures decisions translate into action. Leaders who skip preparation often end up in unfocused conversations that feel repetitive. Leaders who skip follow-up undermine trust by failing to deliver on commitments.
Preparation (24–48 hours before): Share a collaborative agenda document at least 24 hours ahead. Both you and your team member should add talking points so the conversation starts with clear priorities. Review your notes from the last meeting and check the status of outstanding action items. This continuity shows your team member that you take these conversations seriously.
During the meeting: Follow your time-boxed agenda and resist tangents. Let your team member do most of the talking, especially in the employee-priorities section. Document action items live—write down the task, owner, and due date in real time so nothing gets forgotten.
After the meeting: Finalize your notes and send a brief recap within 24–48 hours. Keep the recap short: decisions made, action items assigned, and next meeting date confirmed. Store the notes in a secure location with limited access. The first five minutes of your next one-on-one should review the action tracker from this meeting.
If any clinical concerns come up that require case-level review, note that the topic needs clinical supervision and escalate to the appropriate BCBA or supervisor.
One-Step Checklist for First Use
- Add the meeting date and time to your template
- Share your agenda document with the staff member at least 24 hours before
- Use the template during the meeting and assign action items with owners and due dates
- Send your recap and update the tracker within 24–48 hours
- Review the tracker at the start of your next one-on-one
One Filled Example (Short, HIPAA-Safe)
Seeing a completed template helps you understand how the fields work together. This example shows a people-management one-on-one between a BCBA manager and an RBT. Notice that no client names, initials, or protected health information appear anywhere.
Date: 2026-02-02 Attendees: BCBA Manager / RBT — Jamie R. Length: 30 minutes (hard stop 11:30)
Top of mind / Agenda: Employee brought up an upcoming schedule change and wanted to discuss coverage. Manager wanted to check in about staffing adjustments and training opportunities.
Wins: Jamie completed the behavior plan refresh for the assigned caseload on schedule. The manager noted positive parent feedback about session consistency without referencing specific clients.
Blockers: Jamie needs coverage on Tuesday afternoon due to clinic training. Jamie also requested a short skills refresher on the data entry procedure.
Development: Agreed to practice brief coaching on session transitions during the next two weeks.
Action items: Jamie will coordinate Tuesday coverage by Friday, February 5 (status: in progress). Manager will schedule a 30-minute data-entry refresher by February 7 (status: not started).
Notes: No client identifiers included. A question about a specific case came up briefly; manager noted it for the next clinical supervision session.
Next meeting: February 16, 2026 (biweekly cadence)
Each filled field serves a purpose. The wins section reinforces positive momentum and helps you track accomplishments over time. Blockers surface problems early, giving you time to address them before they affect performance. The action tracker creates accountability and gives both parties clear next steps.
Short Scripts and Prompts (Opening, Feedback, Closing)
Many leaders struggle with one-on-ones not because they lack good intentions, but because they are not sure what to say. Having a few reliable phrases ready helps you open conversations warmly, deliver feedback clearly, and close meetings with momentum.
These scripts are meant to be memorized and adapted, not read robotically. Practice them a few times before your next meeting.
Opening / check-in: “How are you doing today? Anything on your mind before we start?” This simple opener signals that you care about the person, not just the work.
Praise (specific and behavior-focused): “I noticed you completed the program updates ahead of schedule last week. That helped keep sessions consistent. Thank you.” Effective praise names the specific behavior and its impact. Vague compliments like “good job” do not reinforce what you want to see more of.
Corrective feedback (When/It/I structure): “When you left the session notes unfinished last Friday, the schedule team could not confirm billing details. I would like you to complete notes within the same business day moving forward. How can I help make that easier?” This structure focuses on observable behavior and impact rather than character judgments. It ends with a question that invites problem-solving rather than defensiveness.
Action-item review: “We set two action items last time. Can you read back your ownership and due dates so we both confirm?” This simple check ensures clarity and shared understanding.
Closing: “Thanks for your time. To recap: you will handle coverage by Friday, and I will schedule the refresher. Anything else before we close?” A clear closing prevents meetings from fading out and reinforces the action items you just agreed upon.
Sample Opening Lines
“How have you been this week? What is one win to share?” This question starts the conversation on a positive note and gives your team member a chance to reflect on recent successes.
“I want to hear what is working and what is blocking you today.” This direct opening signals that you are there to listen and help remove obstacles.
For new hires or staff on probation, consider adding warmth: “I know you are still getting settled. What questions have come up this week?” For performance concerns, stay curious rather than accusatory: “I want to understand what happened. Can you walk me through the steps?”
Action-Item Tracker and Follow-Up Protocol
Action items are where good intentions become real results. Without a system to track commitments, meetings feel repetitive and staff lose confidence that their concerns will be addressed.
Your tracker should include columns for:
- Action item: A short, verb-focused description
- Owner: One specific person
- Due date: A real date, not “soon”
- Status: Not started, in progress, completed, or deferred
- Notes: Any context or blockers
Keep the tracker simple enough that you actually use it.
Follow-up cadence: Start each one-on-one with a three-to-five-minute review of the previous tracker. Check the status of each item and note any that are overdue or deferred. If an action item has been deferred for more than two consecutive meetings, add a note explaining why and consider whether to escalate or drop it.
For items that require coordination outside the one-on-one, schedule mid-week check-ins or use your project management system to send reminders. The goal is to close the loop reliably so your team member trusts that raising issues leads to action.
Store your tracker in a secure shared location with access limited to the manager and team member. If you use a shared document platform, ensure it meets your organization’s security requirements.
Example Tracker Row
Action: Complete shadow shift Owner: RBT — Jamie Due: February 5 Status: Planned Notes: Jamie to confirm with float staff by Wednesday
This single row shows the essential information at a glance. When you review it next week, you will immediately know whether the item is on track or needs attention.
Documentation and Compliance Notes (HIPAA, PHI Handling, Record Retention)
People-management notes sit in a tricky space. They are not clinical documentation, but they can still create compliance risks if they include protected health information. A few clear rules will keep your notes safe and lawful.
The core rule: do not put client names, initials, or other identifying information in your one-on-one notes. If you need to reference a case, use role labels or internal codes only if permitted by your organization’s policies. Better yet, move clinical discussions to a separate clinical supervision session and document them in your secure clinical record system.
The “minimum necessary” standard applies here. Only include information you actually need for the people-management purpose. When in doubt, leave client details out and note that the topic will be addressed in clinical supervision.
Storage: Keep one-on-one notes in your organization’s secure record system with access limited to authorized staff. If you use shared documents, ensure they are encrypted and access-controlled. Do not store PHI in general-purpose shared docs unless the system is HIPAA-compliant.
Retention: Follow your organization’s HR and privacy policies for how long to keep personnel records. A common recommendation is four to seven years after termination, but requirements vary by state and organization. Check with your HR or legal team for specific guidance.
Quick PHI Checklist for 1:1 Notes
- Confirm no client names or identifiers appear
- Redact any clinical detail before sharing with anyone who does not have a need to know
- Limit access to stored notes to those who need them for legitimate business purposes
When to Use This 1:1 vs Clinical Supervision
One of the most common mistakes in ABA leadership is blurring the line between people management and clinical supervision. Both are important, but they serve different purposes and require different documentation.
People-management one-on-ones focus on the staff member’s experience: workload, scheduling, career development, operational blockers, morale, and job performance. These conversations help you retain good people, develop emerging leaders, and catch problems early.
Clinical supervision focuses on client care: case review, clinical decision-making, treatment plan changes, and the direct oversight required for credentialing. Clinical supervision must be documented in the clinical record and conducted by a qualified BCBA or supervisor.
If you are discussing how a staff member is managing their caseload, that is a people-management topic. If you are discussing the clinical details of a specific client’s treatment, that belongs in clinical supervision.
Quick Decision Guide
Ask yourself: is this conversation about a client’s treatment, or about the staff member’s workload and skills?
If it is about treatment, schedule clinical supervision. If it is about the staff member’s experience, use the one-on-one template.
When a clinical concern surfaces during a people-management one-on-one, note it briefly and move the detailed discussion to a clinical supervision session. Document the escalation so there is a clear record of how the issue was handled.
Customization Tips (Frequency, Duration, Probation, Onboarding)
No single cadence works for every team or every situation. New hires need more frequent check-ins than experienced staff. Staff on probation need closer support than those who are thriving.
Suggested cadences:
- New hires and RBTs in onboarding: Weekly for the first 30 days, then biweekly for months two and three
- Staff on probation: Weekly or biweekly to monitor progress and provide support
- Experienced staff in good standing: Biweekly or monthly
Duration:
- 30 minutes: Regular check-ins with established staff
- 60 minutes: Deeper coaching conversations, onboarding sessions, or complex performance concerns
How to shorten or expand: For a quick 15-minute check-in, focus on wins, blockers, and action items only. Skip the development section and save it for a longer meeting. For a developmental meeting, expand the coaching section and add time for career conversation.
Test a cadence for four to six weeks and then adjust based on staff feedback. What feels right for one team member may feel too frequent or too infrequent for another.
Cadence Examples
A new RBT might start with twice-weekly short check-ins during weeks one and two, then shift to weekly meetings for the rest of the first month. An established BCBA on your leadership team might do monthly one-on-ones with a quarterly deep-dive conversation about career development.
Common Challenges and Quick Fixes
Even with a good template, one-on-ones can hit snags. Here are the most common problems and practical fixes.
Problem: Meetings run long. This usually happens when there is no clear structure or one topic spirals into a deep dive. Fix it by stating your hard stop at the beginning, using the time-boxed agenda, and moving deep conversations offline. If you consistently run over, shorten your agenda or extend your meeting time intentionally.
Problem: No follow-through on action items. When action items die between meetings, trust erodes quickly. Fix it by capturing items live with clear owners and due dates. Start every one-on-one with a review of the previous tracker. Set reminders in your calendar or project management system.
Problem: Staff becomes defensive during feedback. Defensiveness often signals that feedback feels personal rather than behavioral. Fix it by using behavior-focused language that describes what you observed and its impact, not judgments about the person. Start corrective feedback with “I noticed” or “When you” rather than “You always” or “You are.” End with a question that invites problem-solving.
Problem: Remote teams struggle with shared docs and privacy. When your team is distributed, shared documents can create security risks. Fix it by using clinic-approved platforms with access controls. Do not save PHI in general shared docs. If you record meetings, do so only with consent and according to organizational policy.
If a clinical concern surfaces during any of these moments, document that you escalated it to clinical supervision.
Quick Scripts for Hard Moments
“I want to understand what happened. Can you walk me through the steps?” This question opens a conversation rather than shutting it down with blame.
“Let us focus on what we can change next week.” This pivot moves the conversation from dwelling on problems to building solutions.
Frequently Asked Questions
Are the templates free to download and editable? This page offers both a Word file (editable) and a PDF (printable). The Word version allows you to customize fields, add your clinic’s branding, or modify sections to fit your workflow. If any file requires a login or account, that will be noted clearly on the download page.
Can I put client information in these 1:1 meeting notes? Avoid putting client names, initials, or other protected health information in your one-on-one notes. If you need to reference a case, use role-only labels or non-identifying summaries. If clinical detail is required, move that content to secure clinical records and notify a BCBA. These templates are designed for people management, not clinical documentation.
How long should I keep 1:1 meeting notes and where should they be stored? Retention should follow your organization’s HR and privacy policies. A common recommendation is four to seven years, but requirements vary. Store notes in your organization’s secure system with access limited to authorized staff. Check with your HR or privacy officer for specific legal retention timelines.
Is this template a substitute for clinical supervision? No. These one-on-ones are for people management—career development, workload, morale, and operational issues. Clinical supervision focuses on case review, treatment decisions, and credentialing requirements. If a clinical question arises, schedule a clinical supervision session and involve a qualified BCBA.
Can I customize the template for probationary meetings or onboarding? Yes. For new hires or staff on probation, use more frequent check-ins and add onboarding-specific tasks to the action tracker. The customization section above provides cadence examples for different situations.
Should a BCBA review these templates? If your template includes any clinical sections or statements about care, a BCBA review is recommended. If a “Reviewed by BCBA” line is possible, include it on your customized files. Otherwise, mark the template as “needs validation” before distributing widely.
Are these templates compliant with Medicaid or other legal forms? These templates are examples and not legal documents. Do not assume they meet Medicaid or other regulatory requirements without verification. Check with your billing, compliance, or legal team before using templates for regulated documentation.
Next Steps
You now have everything you need to run effective people-management one-on-ones with your ABA team. The downloadable templates give you a consistent structure. The time-boxed agenda keeps your meetings focused. The scripts and action tracker turn good conversations into real follow-through.
Remember that these tools support people management, not clinical supervision. When client-specific clinical decisions are needed, move those conversations to a clinical supervision session with appropriate documentation.
Start with your next scheduled one-on-one. Share the agenda 24 hours ahead, use the template during the meeting, and send a recap within 24–48 hours. After a few weeks, you will notice smoother conversations, clearer accountability, and stronger relationships with your team.
Download the Word template, download the PDF, and try this agenda in your next one-on-one. Your team—and your retention numbers—will thank you.
