Use 1:1s to talk about things you can't talk about in a group setting. I tend to use them for two main things: organizational gossip and negotiation.
Often times managers have much richer insight in to other managers or where the department is going, but would be unprofessional to share that candidly with a whole team. Getting some unvarnished perspective has been seriously helpful for me to understand what's coming or learn how to 'play the politics'
Similarly they've been useful for me to practice some gentle negotiation - 'what do I have to do/show to get x on my year-end review' or 'I'm looking for x raise, how can I build a business case to convince you'. Whether or not they say yes right away, it's always insightful as to how the performance review system really works.
Often times managers have much richer insight in to other managers or where the department is going, but would be unprofessional to share that candidly with a whole team. Getting some unvarnished perspective has been seriously helpful for me to understand what's coming or learn how to 'play the politics'
Similarly they've been useful for me to practice some gentle negotiation - 'what do I have to do/show to get x on my year-end review' or 'I'm looking for x raise, how can I build a business case to convince you'. Whether or not they say yes right away, it's always insightful as to how the performance review system really works.