MENTAGRAPH Inc. (Headquarters: Chuo-ku, Tokyo; a wholly owned consolidated subsidiary of JT) compiled data on the effectiveness of one-on-one meetings conducted nationwide among 724 business people aged 22 to 65 (300 managers and 424 non-managerials). This release sheds light on the structural issue of "one-on-one meetings where honesty is not possible."
This survey was conducted to gain a multifaceted understanding of the effectiveness and operational challenges of one-on-one meetings, which are increasingly being adopted to support subordinate growth and alleviate anxiety and dissatisfaction. This time, we'll shed light on the gap in perceptions and actual feelings between superiors and subordinates from the perspectives of "degree of candor in 1-on-1 meetings" and "what people want to discuss in 1-on-1 meetings."
The results of this survey revealed that when asked, "To what extent are you able to speak candidly in 1-on-1 meetings?", less than half of subordinates answered "I am able to speak candidly." Only 11.3% of subordinates answered that they are "candid about everything" with their superiors, 33.0% said they "talk about almost everything important," and 34.4% said they "talk about some things, but sometimes I'm reserved." Meanwhile, in superiors' self-evaluations, only 10.0% of subordinates answered that they are "candid about everything," 42.7% said they "talk about almost everything important," and 32.3% said they "talk about some things, but I'm reserved," suggesting that superiors tend to be somewhat optimistic about the depth of conversations. In other words, even if superiors "think they're having deep conversations," there's a perception gap where subordinates don't necessarily perceive it the same way.
Furthermore, when asked "Why can't I speak frankly?", the top answers (multiple choice) included "I don't know what to talk about" (38.1%), "I don't have enough trust with my boss" (31.4%), "It might affect my performance evaluation" (27.1%), "What I say might leak to others" (24.6%), and "It's not an easy atmosphere to talk about" (16.5%). In addition to concerns about evaluations and confidentiality and a stiff atmosphere, these answers highlight operational challenges, such as a lack of opportunity to start a conversation due to inadequate agenda planning.
When asked about topics they would like to discuss in one-on-one meetings (multiple choice), while superiors and subordinates generally agreed on many topics, differences in emphasis were evident. Overall, superiors tended to select each option more frequently, while subordinates were more likely to select "none in particular" (17.9% of subordinates, 10.3% of superiors), suggesting potential challenges in designing and implementing what should be discussed in the first place. Specifically, superiors were significantly more likely to choose operational topics such as "asking for advice about work processes and procedures" (40.0% of superiors, 28.5% of subordinates) and "lack of resources and time management issues" (35.0% of superiors, 24.3% of subordinates), while subordinates prioritized topics related to their own future, such as "career path and future direction" (29.5% of subordinates).
There was a significant difference in ranking when it came to work-life balance, ranking fifth (27.6%) for subordinates and tenth (28.3%) for superiors. It can be inferred that because other work-related topics are relatively more highly ranked among superiors, work-life balance tends to be pushed to the back burner as a topic of discussion. In other words, the results show that superiors tend to place emphasis on work progress, processes, and KPIs (top priorities: current work 40.7%, processes 40.0%, KPIs 39.3%), while subordinates have a strong need for topics related to their "future and livelihood," such as careers and work-life balance, in addition to work-related topics, suggesting that there may be a gap in perception between superiors and subordinates.
Topics people want to discuss in 1-on-1 meetings (with their boss)
1st: Current work progress and completion schedule (40.7%)
2nd: Questions about work processes and procedures (40.0%)
3rd: Confirming goal achievement and KPIs (39.3%)
4th: Project status reports (35.0%)
5th: Lack of resources and time management issues (35.0%)
6th: Problems collaborating with other departments (32.3%)
7th: Career path and future direction (32.0%)
8th: Workplace relationships (32.0%)
9th: Consultations on improving work skills (30.7%)
10th: Work-life balance (28.3%)
11th: My strengths, weaknesses, and growth (27.3%)
12th: Requests and proposals for the company or organization (18.3%)
13th: Nothing in particular (10.3%)
Topics people want to discuss in 1-on-1 meetings (Subordinates)
1st: Current Work Progress and Completion Schedule (37.7%)
2nd: Confirming Goal Progress and KPIs (30.2%)
3rd: Career Path and Future Direction (29.5%)
4th: Consulting on Work Processes and Procedures (28.5%)
5th: Work-Life Balance (27.6%)
6th: Project Status Reports (27.4%)
7th: Workplace Relationships (25.0%)
8th: Consulting on Improving Work Skills (24.8%)
9th: Resource Lack and Time Management Issues (24.3%)
10th: Difficulties Collaborating with Other Departments (23.8%)
11th: My Strengths, Weaknesses, and Growth (19.6%)
12th: Proposing Requests to the Company or Organization (18.4%)
13th: Nothing in Particular (17.9%)
From this survey, While meetings are an established system and highly necessary, the survey revealed that fewer than half of subordinates are able to speak frankly, with factors such as trust, the impact on evaluations, and the atmosphere being obstacles. Furthermore, when it comes to topics they want to discuss, managers tend to focus on business operations (progress, process, KPIs), while subordinates place a relatively higher priority on careers and work-life balance. This discrepancy may be resulting in "1-on-1 meetings" where honesty is not expressed.
Companies need to redesign 1-on-1 meetings to focus on quality rather than quantity, by including topics including work-life balance on the regular agenda and creating opportunities when introducing them, based on the premise of institutionally separating them from evaluation interviews and clearly stating confidentiality.
Survey Method: Online Questionnaire
Survey Period: June 27–July 3, 2025
Analysis Period: October 15–November 15, 2025
Survey Participants: 724 business people aged 20–65 (300 managers and 424 non-managerials)
About MENTAGRAPH, Inc.
MENTAGRAPH Inc. is a B2B company that provides the "Mental Battery Service," which visualizes employees' mental states, promotes appropriate breaks throughout the workplace, and supports optimal management. Born from Japan Tobacco's (JT) corporate R&D organization, D-LAB, the company promotes "mental care reform" by visualizing stress and fatigue, centered on "mental richness."
Its flagship product is the "Mental Battery" service, which consists of the wearable sensor "Mentoring," app-based break recommendation, and dashboard-based management of the organization's overall stress level. This quantifies employee fatigue and stress in real time and visualizes appropriate break timing. Managers and HR can use this information for organizational care.
It achieves "continuous and highly accurate measurement" that traditional stress checks could not achieve, leading to improved employee satisfaction, work efficiency, and team performance. The company aims to create a society where "taking breaks" is a natural part of corporate culture.
