When is a weekly 1:1 meeting the best use of time for a CIO? Are there instances where you think a 1:2 or 1:3 format would reduce silos and foster more collaboration?

First questions that spring to mind - how many direct reports do you have, and how long to you anticipate the 1:1 going?

Rather than being hard and fast on a weekly meeting, I prefer to be dynamic with the schedule. Some people will naturally need more support, and others might not. That might then change through the year as different projects come and go and people's demand on your time will flex.

1:2/1:3 sounds good in theory, especially if you are looking to break down silos but the risk you'll have is you create a perception of those "in" and those "out". Is this just replacing soemthing that a standard team meeting already captures, and therefore could be altered to manage?

Absolutely, weekly 1:1 meetings can be a valuable tool for a CIO when focused on individual coaching, performance alignment, and career development. They provide dedicated space for open dialogue, building trust, and addressing specific concerns or priorities unique to each team member.

That said, there are definitely instances where a 1:2 or 1:3 format can be more effective—particularly when the goal is to reduce silos, encourage knowledge sharing, or align cross-functional efforts. For example, if the CIO oversees both Infrastructure and Applications teams, a regular 1:2 with the leaders of each can create space to jointly address overlapping priorities like cloud migration or incident response. This format allows for transparent conversation, surfaces potential disconnects early, and builds a habit of shared problem-solving.

For a CIO, balancing both formats based on the purpose of the conversation can create a more connected and agile leadership approach. One-on-one for depth, and small group for cohesion and shared ownership.

Weekly 1:1s are golden for direct coaching, sensitive topics, or strategic alignment with key reports. But I’ve found 1:2 or 1:3 formats powerful for breaking silos—especially when teams overlap (e.g., security + dev). It shifts the tone from reporting to co-creating. Ask yourself: where does clarity or collaboration seem stuck right now? Start there.