Using Start Stop Continue in Your Next 1-on-1 or Performance Review Meeting
This skill teaches you how to adapt the Start Stop Continue framework for individual performance conversations, manager check-ins, and self-reflection—turning vague feedback into structured, actionable dialogue outside of team retrospectives.
To run a start stop continue meeting in a 1-on-1 or performance review, both the manager and the direct report independently fill out the three categories—start, stop, and continue—before the meeting. During the conversation, compare lists, discuss overlaps and surprises, then collaboratively prioritize 1-2 actions per category. Close by documenting agreed-upon commitments with owners and deadlines for follow-up at the next session.
Outcome: You consistently transform ambiguous performance conversations into focused, three-category discussions that produce documented action items both parties commit to.
Prerequisites
- Basic understanding of the Start Stop Continue framework
- Experience giving or receiving workplace feedback
- An existing 1-on-1 or performance review cadence
Overview
The Start Stop Continue framework is widely known as a team retrospective tool, but its simplest and most powerful application may be in individual settings: 1-on-1 meetings, performance reviews, and self-reflection. When two people sit down with a shared structure, conversations shift from vague impressions ('You're doing great, keep it up') to specific, categorized feedback that both parties can act on.
Using a start stop continue meeting format in 1-on-1s solves a persistent problem: most performance conversations lack structure, which means they lack follow-through. Managers default to recent events. Direct reports either overshare or clam up. By asking both sides to prepare across three categories, you ensure the conversation covers new behaviors to adopt, existing habits to drop, and strengths to sustain—every single time.
This skill goes beyond simply running the framework in a group setting. Individual conversations require different facilitation dynamics: psychological safety is more fragile in a 1-on-1, power dynamics are explicit, and the feedback is personal rather than team-level. Mastering this adaptation means learning how to frame prompts for individuals, manage two-way feedback between manager and report, and create accountability loops that carry forward between meetings.
How It Works
In a team retrospective, Start Stop Continue collects broad input from many voices and synthesizes themes. In a 1-on-1 or performance review, the mechanism is different: it structures a two-way dialogue between two people who have an ongoing professional relationship.
The framework works by constraining the conversation to three actionable categories. Start surfaces new behaviors, skills, or habits the individual should begin. Stop identifies patterns that are counterproductive, wasteful, or harmful—this is the hardest category because it requires candor. Continue reinforces what's already working, which is critical for morale and for preventing regression during change.
The key adaptation for individual meetings is dual preparation: both the manager and the direct report fill out all three categories independently before the conversation. This creates a natural comparison mechanism. Where their lists overlap, there's strong alignment. Where they diverge, the most valuable coaching conversations happen. The manager might flag a behavior the report doesn't see; the report might surface a blocker the manager didn't know about.
Unlike team retrospectives where anonymity can help, the 1-on-1 context demands direct attribution and mutual vulnerability. The framework provides psychological scaffolding—it's easier to say 'I think I should stop overcommitting to deadlines' than to bring it up unprompted. Similarly, it's easier for a manager to say 'I'd like you to start leading standup' when it sits alongside 'I want you to continue your excellent documentation work.'
Step-by-Step
Step 1: Set expectations before the first start stop continue meeting
Before your first start stop continue meeting, explain the framework to your direct report (or your manager, if you're initiating upward). Share that both of you will independently prepare feedback across three categories: things to start doing, things to stop doing, and things to continue doing. Emphasize that this is two-way—both parties give and receive feedback.
Frame the purpose explicitly: 'I want our 1-on-1s to produce clearer action items. This structure helps us both prepare and ensures we cover what's working, what isn't, and what's missing.' Send this framing at least 48 hours before the meeting so neither person feels ambushed.
Tip: If your report seems nervous about the 'stop' category, normalize it by sharing one of your own 'stop' items first—something you, as the manager, should stop doing.
Step 2: Prepare your own three lists independently
Set aside 15-20 minutes before the meeting to fill out your own Start, Stop, and Continue lists. Be specific: instead of 'start communicating better,' write 'start sending a Friday async update to stakeholders summarizing sprint progress.' Instead of 'stop being late,' write 'stop joining standup after the first two updates have already happened.'
For performance reviews, anchor each item in observable behavior and, where possible, specific instances. For regular 1-on-1s, focus on the period since your last check-in. Aim for 2-4 items per category. If you can't think of anything for 'stop,' push harder—this is usually the category where the most valuable insights hide.
Tip: Use a consistent template or shared doc so both parties write in the same format. This makes comparison easier during the meeting. Check out [building Start Stop Continue templates](/skills/building-start-stop-continue-templates) for ready-made formats.
Step 3: Open the meeting by sharing 'Continue' items first
Begin the start stop continue meeting by having both parties share their 'Continue' lists. Starting with what's working sets a positive, psychologically safe tone. It also prevents the common failure mode where the entire meeting becomes a critique session.
As you share, look for overlaps: if both of you listed 'continue the detailed code review comments,' that's a strong signal of aligned values. Call out these overlaps explicitly—they build confidence. Spend about 20% of your meeting time here. Acknowledge each item, but don't linger; the most productive work happens in the next two categories.
Tip: If you're the manager, let the direct report share their 'continue' items first. This signals that their perspective matters and that you're listening, not just delivering a verdict.
Step 4: Discuss 'Stop' items with curiosity, not judgment
Move to the 'Stop' category next—while psychological safety is still high from the 'Continue' discussion. This is where most 1-on-1 start stop continue meetings either produce breakthroughs or break down.
Share your items one at a time. For each, describe the specific behavior, its impact, and—critically—ask for the other person's perspective before prescribing a solution. 'I noticed you've been staying late to fix bugs solo. The impact is that the team doesn't learn from those fixes. What's driving that pattern?' This invites dialogue rather than defensiveness.
If the direct report has 'stop' feedback for the manager (e.g., 'stop rescheduling our 1-on-1s'), receive it genuinely. Your reaction to upward feedback determines whether they'll ever give it again.
Tip: If an item is emotionally charged, use the phrase 'I'm sharing this because I want you to succeed at [specific goal]' to anchor the feedback in their interests, not your frustration.
Step 5: Explore 'Start' items and connect them to growth goals
The 'Start' category is forward-looking and often the most energizing part of the conversation. Share items from both lists and discuss which new behaviors, skills, or practices would have the highest impact.
Connect 'start' items to the individual's career goals or the team's current challenges. 'I'd like you to start presenting your own designs in stakeholder reviews' is much more motivating when paired with 'because you've told me you want to grow into a senior role, and visibility is part of that path.'
Be realistic about capacity: if you're asking someone to start three new things, something probably needs to come off their plate. Cross-reference with the 'stop' list to create space.
Tip: Let the direct report propose their own 'start' items before you add yours. Self-identified growth areas have dramatically higher follow-through than manager-imposed ones.
Step 6: Prioritize and commit to 1-2 actions per category
After discussing all three categories, you'll likely have more items than anyone can act on. Prioritize ruthlessly. Together, select 1-2 items per category that will have the most impact before your next meeting.
For each selected item, define: the specific behavior change, who owns it, how progress will be measured, and when you'll check in. Write these down in a shared document during the meeting—not after. Unwritten commitments evaporate.
This prioritization step is what separates a productive start stop continue meeting from a pleasant but forgettable conversation.
Tip: If you're using this in a formal performance review, tie the prioritized actions to the review's goal-setting section so they become part of the official record.
Step 7: Follow up at the next meeting by reviewing previous commitments
At your next 1-on-1, open by reviewing the action items from the previous start stop continue meeting. What actually changed? What didn't? Why?
This follow-up loop is what makes the framework compound over time. Without it, each meeting exists in isolation and the same issues resurface. With it, you build a longitudinal record of growth, which is invaluable for performance reviews, promotion cases, and self-awareness.
You don't need to run the full Start Stop Continue exercise every single 1-on-1. Many managers use it monthly or quarterly, reviewing previous actions in the meetings between. Find the cadence that keeps momentum without causing framework fatigue.
Tip: Keep a running shared document with dated entries. Over a quarter, you'll have a clear narrative of progress that practically writes the performance review for you.
Examples
Example: Monthly 1-on-1 between an engineering manager and a mid-level developer
Priya is an engineering manager. Her direct report, Marcus, is a solid mid-level developer who has expressed interest in becoming a tech lead. They've been doing weekly 1-on-1s but the conversations tend to be status updates. Priya decides to introduce a monthly start stop continue meeting to add more structure to their development conversations.
Priya messages Marcus on Monday: 'For our Thursday 1-on-1, I'd like us both to prep a Start/Stop/Continue list focused on your work over the past month. I'll do one for you and one for myself as your manager. Here's a shared doc with the template.'
On Thursday, they compare lists. Continue overlap: Both listed 'continue writing detailed PR descriptions'—they celebrate this alignment. Stop surprise: Marcus wrote 'stop assigning me to two sprint teams simultaneously' which Priya hadn't realized was a problem. Priya wrote 'stop debugging alone for more than 30 minutes before pairing with someone.' They discuss both candidly. Start alignment: Priya wrote 'start leading the Monday architecture review' and Marcus had independently written 'start presenting more in team meetings.' They agree this is the highest-priority action.
They commit to three items: Marcus will lead the next two architecture reviews (start), Priya will assign him to only one sprint team starting next sprint (stop), and Marcus will maintain his PR description quality (continue). They document these with a check-in date two weeks out.
Example: Quarterly performance review using Start Stop Continue as the conversation framework
A product design lead, Tomoko, is preparing for quarterly reviews with her three direct reports. The company uses a standard review template, but Tomoko finds it produces generic feedback. She adapts Start Stop Continue to structure the review conversation while still completing the required form.
Two weeks before reviews, Tomoko sends each report a prep document: 'Please fill out Start/Stop/Continue for yourself (self-assessment) and for me as your manager. I'll do the same for you. We'll use these to drive our review conversation, and I'll translate the outcomes into the company review form.'
During the review with her report Alex, Tomoko maps the conversation to the review form in real time. Alex's 'Start: begin user-testing my prototypes before the design review' maps to the 'Growth Areas' section. Tomoko's 'Continue: keep running those cross-functional design critiques' maps to 'Key Strengths.' Alex's 'Stop: stop approving design changes in Slack DMs instead of the design system channel' maps to 'Process Improvement.'
The result is a performance review that feels collaborative rather than top-down, and the documented Start/Stop/Continue items become the goals for the next quarter.
Example: Self-reflection using Start Stop Continue for personal development
Jordan is a freelance consultant without a manager. They want to use Start Stop Continue for structured self-reflection at the end of each month to improve their client work and personal productivity.
Jordan sets a monthly calendar reminder: 'SSC Self-Review.' They open their running journal document and fill out three columns. This month: Start: 'Start sending clients a Monday morning priority summary instead of waiting for them to ask for updates.' Stop: 'Stop checking email before completing my first deep work block—it derails my mornings every time.' Continue: 'Continue the Friday project retrospective notes—three clients have mentioned they appreciate the transparency.'
Jordan reviews last month's entries: they had committed to 'start time-blocking client calls into two afternoon slots.' Reviewing their calendar, they see they followed through 3 out of 4 weeks. Progress, not perfection. They keep it on the 'continue' list.
Over six months, Jordan's journal becomes a personal development portfolio showing clear patterns: they consistently struggle with boundaries (multiple 'stop' items around overcommitting) and thrive with structured communication (multiple 'continue' items). This self-awareness shapes how they scope their next client engagement.
Best Practices
Always have both parties prepare independently before the meeting—asymmetric preparation creates a lecture, not a dialogue.
Limit to 2-4 items per category per person to keep the conversation focused and the resulting action list achievable.
Use the same shared document or template across meetings to create a running record that shows patterns and progress over time.
Rotate who shares first between categories to prevent one person from always anchoring the conversation.
Schedule your start stop continue meeting with enough time (minimum 30 minutes) so you don't rush through the 'stop' category, which is where the most valuable but uncomfortable feedback lives.
When adapting for self-reflection, write your three lists at the end of each week and review them monthly to spot recurring themes you haven't addressed.
Common Mistakes
Using the framework only for downward feedback (manager to report) instead of making it bidirectional
Correction
Explicitly ask your direct report to prepare feedback for you in all three categories. Model vulnerability by sharing your own 'stop' items about your management style. The framework's power in 1-on-1s depends on two-way trust.
Listing vague items like 'start being more proactive' or 'stop being disorganized'
Correction
Every item should pass the 'camera test'—could a camera observe this behavior? Rewrite as specific, observable actions: 'start proposing solutions in the Slack thread before escalating to me' or 'stop leaving Jira tickets in the backlog without acceptance criteria.' See writing effective Start Stop Continue feedback for detailed guidance.
Skipping the 'Continue' category to save time and jumping straight to problems
Correction
The 'Continue' category isn't filler—it's the psychological foundation of the conversation. Skipping it signals that the meeting is only about what's wrong, which makes people defensive and less receptive to 'Stop' feedback. Always spend at least 5 minutes here.
Generating a long list of action items and then never revisiting them
Correction
Prioritize to 1-2 items per category maximum. Document them in a shared, persistent location. Open the next meeting by reviewing progress on previous commitments before generating new ones. Accountability is the framework's compounding mechanism.
Running the full Start Stop Continue exercise every single weekly 1-on-1, causing framework fatigue
Correction
Use the full framework monthly or quarterly. In intervening 1-on-1s, simply review the action items from the last session. Over-use dulls the exercise and makes preparation feel like busywork.
Other Skills in This Method
Facilitating Start Stop Continue Retrospectives
How to plan, run, and timebox an effective Start Stop Continue retrospective session with your agile team, from setting ground rules to closing with action items.
Running Start Stop Continue as a Team Icebreaker Activity
How to use a lightweight Start Stop Continue exercise as a warm-up or icebreaker to build psychological safety and normalize giving feedback in new or forming teams.
Categorizing and Prioritizing Feedback Items
How to sort, group, and dot-vote on collected Start, Stop, and Continue items to identify the highest-impact actions the team should commit to next.
Building Start Stop Continue Templates and Worksheets
How to design reusable templates, worksheets, and digital boards (Miro, Google Docs, Notion) that structure the feedback collection and make sessions efficient.
Writing Effective Start Stop Continue Feedback
How to write clear, specific, and constructive feedback items in each category—avoiding blame, staying behavior-focused, and making each item immediately actionable.
Crafting Actionable Start Stop Continue Questions and Prompts
How to write and select targeted questions for each Start, Stop, and Continue category that elicit specific, constructive, and actionable feedback rather than vague responses.
Frequently Asked Questions
How often should I run a start stop continue meeting in 1-on-1s?
Most managers find monthly or quarterly frequency works best for the full Start Stop Continue exercise. Weekly is too frequent and leads to shallow, repetitive lists. Between full sessions, use your 1-on-1 time to review progress on the action items from the last session.
Can I use Start Stop Continue for upward feedback to my manager?
Yes, and it's one of the best uses of the framework. The three-category structure makes giving upward feedback less intimidating because it's balanced—you're not just listing complaints. Prepare items for all three categories and share them during your next 1-on-1, ideally after your manager has introduced the framework first.
What's the difference between using Start Stop Continue in a team retro vs. a 1-on-1?
In team retros, feedback is about team processes and is often anonymous. In a 1-on-1, feedback is personal, attributed, and bidirectional between two people with a power dynamic. The 1-on-1 version requires more psychological safety, dual preparation, and explicit follow-up on individual action items.
How do I handle it when my direct report leaves the 'stop' category blank?
A blank 'stop' category usually signals discomfort, not perfection. Normalize it by sharing your own 'stop' items first—both things you want them to stop and things you yourself should stop doing. You can also reframe the prompt: 'What's one thing that's taking your time but not adding value?'
Can Start Stop Continue replace our formal performance review process?
It typically complements rather than replaces formal reviews. Use Start Stop Continue as the conversation framework during reviews, then map the outputs to your company's required review form. The structured dialogue produces better content for goal-setting, strengths, and development areas than most review templates generate on their own.
How do I use Start Stop Continue for self-reflection without a manager or partner?
Set a recurring reminder (weekly or monthly) and fill out all three categories in a journal or document. Review previous entries each time to track patterns and check progress on past commitments. Over time, recurring themes in your 'stop' column reveal your most persistent growth edges, which is where to focus your energy.