There's a 30-minute 1:1 meeting scheduled for Friday afternoon, but often it ends in just 5 minutes with a simple "Nothing much".

While the pressure of speaking English contributes to this, the truth is that no one has ever told us what to say in these meetings.

However, this time is more significant than you might think. Professor Steven Rogelberg, who has studied 1:1 meetings, calculated that 30 minutes of weekly meetings adds up to about 25 hours per person in a year.

That means spending 25 hours a year alone with your boss, and it would be a waste to fill that time with just small talk.

According to a Gallup survey, only 31% of American workers reported being engaged in their work.

Only 46% strongly agreed that they clearly understand what is expected of them at work, a drop of 10 percentage points from 56% in March 2020.

I was a bit surprised when I first saw these numbers. It means that more than half of the people go to work without knowing what they need to do to succeed.

Research from the same organization indicates that at least 70% of the differences in team engagement come from management.

Employees who meet regularly with their boss are nearly three times more likely to be engaged than those who do not. Only 15% of those without regular meetings were engaged.

So what should you do? I recommend preparing three key points.

The first is what you finished last week, the second is what you are currently stuck on, and the third is what you need a decision on from your boss.

In English, you can say, "Here is what I finished, here is where I am stuck, and here is what I need a decision on." That should be sufficient.

If you're worried that mentioning your struggles might make you look incompetent, try changing the order. Instead of just presenting the problem, you could say, "I'm thinking of trying this; would that be okay?" This changes the nature of the conversation completely.

I recommend checking expectations at least once a quarter.

A simple question like, "What does a strong quarter look like for my role?" can help you avoid falling into the trap of that 46%.

When asking for feedback, it's better to narrow down the scope rather than just asking, "Do you have any feedback?"

Asking, "If I could change just one thing, what would be the most helpful for the team?" tends to elicit more specific responses instead of vague compliments.

Don't put off discussing your career either. In the same survey, only 30% strongly agreed that someone at work is helping to foster their growth, which is even lower than 36% in 2020.

If you stay silent, it's hard to be part of that 30%. I believe it's better to bring up the next steps at least once every six months.

Conversely, there are definitely things to avoid in a 1:1. Gossiping about colleagues, venting emotions impulsively, and bringing up salary discussions without preparation are all pitfalls.

It's much more effective to organize your achievements and market rates before requesting a separate meeting to discuss salary.

However, there is a common misconception. Discussing wages or working conditions with colleagues is a right protected under Section 7 of the National Labor Relations Act.

If a company prohibits this or retaliates for it, it could be a violation of Section 8(a)(1), which pertains to unfair labor practices.

Lastly, keep records. After the meeting, summarize the agreed-upon points and deadlines in a few lines and email them to your boss.

Even if your English isn't perfect, having these notes can serve as a defense during your year-end evaluation.

People often attribute low engagement to individual motivation, but I don't agree with that.

The data points to issues within the organization and management, and in situations where the system doesn't support you, records and questions are among the few tools you can wield.

So before your next 1:1, try writing down just five lines. Five minutes of preparation is all you need.