How to Use the AV Technician One-to-One Template

Why structured AV technician one-to-ones matter

Your AV technician is the invisible infrastructure behind every successful event. When the sound is clear, the projectors work, and the microphones don't feedback, nobody notices. When something fails mid-presentation, everyone notices — and the blame lands squarely on them regardless of the cause.

The challenge is that AV technicians often work in isolation. They set up before anyone arrives, troubleshoot during events while staying out of sight, and pack down after everyone leaves. Without intentional one-to-ones, you'll only hear about problems when a client complains or a piece of equipment fails catastrophically. The quiet frustrations — ageing equipment, unrealistic setup times, lack of advance notice — build up silently until they leave.

This template structures your conversations around the areas that matter most for AV technician performance and retention. Each section builds on the last: preparation gives you context, their agenda shows you what's on their mind, the discussion sections cover role performance, team dynamics, growth, and wellbeing, and the engagement indicators give you an early-warning system for disengagement.

Preparation

Complete these steps before each meeting to ensure a focused and productive conversation. Arriving prepared shows your AV technician that you take this time seriously.

Review notes from previous one-to-one — Pull up the notes from your last session. What actions did you commit to? What did they commit to? If you promised to look into replacing the ageing projector or getting them access to a training course, check whether you followed through. Walking in without knowing what was agreed last time undermines the entire process.

Check recent performance data or feedback — Review event feedback from the past fortnight: any technical issues reported, client comments about AV quality, and your own observations from recent events. Check whether equipment maintenance schedules have been followed. This takes two minutes and gives you specific talking points instead of vague impressions.

Note any observations from the past week — Think about what you've noticed during recent events. Did they handle a last-minute laptop swap smoothly? Were they stressed during the conference setup? Did they flag an equipment concern proactively? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Message them after the last event: "We're catching up tomorrow at 2. Anything from the conference on Saturday I should know about?" This gives them time to think. AV technicians spend events reacting to problems; asking them to suddenly reflect requires mental preparation. If they reply "all good," try: "What was the most stressful moment of the setup?"

Customisation tips:

• Schedule on a quieter day, ideally not on event days — mid-week afternoons work well
• 15-20 minutes is enough for a regular check-in. Don't let it stretch unless something significant comes up
• Meet away from event spaces. A quiet office or break room keeps the conversation separate from the work environment
• For the first 90 days, keep these weekly without exception. After that, fortnightly often works better for AV technicians given event-driven schedules

Their Agenda

Start every one-to-one by asking: "What's been on your mind?" Record whatever they raise before covering your own items.

If they say "nothing really," don't fill the silence immediately. Count to five. Silence is uncomfortable and they'll often fill it with something real. If they still don't, offer a specific opener: "Walk me through the setup for Saturday's conference. What would you have done differently if you had the chance?" The specific framing works because "How was your week?" is too vague for someone who managed complex technical setups across multiple events.

Once they're talking, ask "What else?" until they run out. Don't jump to solutions or share your perspective yet. This section is about understanding their world, not managing it.

If you have items to cover — upcoming events, equipment purchases, client requirements — mention them at the start so they know it's coming, then let them go first: "I want to talk about the wedding expo next month before we finish, but first — what's been on your mind?"

What to record: Their exact concerns in their own words. Don't paraphrase into management language — "the wireless mic drops out after 40 minutes every time" captures reality better than "discussed equipment reliability."

Role Performance

These four questions are designed to uncover how events actually feel from your AV technician's position. Work through each one during the conversation and tick it off as you cover it.

"What's the equipment status? Anything we need to replace, repair, or keep a close eye on?"

This is the most practical question in the template. AV technicians live with equipment problems daily — they know which projector is on its last legs, which cable set is unreliable, and which mixer channel crackles during events. If you don't ask, they'll work around problems silently until something fails during a client's keynote speech.

What good answers sound like:

• Specific about which equipment is working well and which needs attention
• Prioritises urgently needed replacements versus nice-to-haves
• Provides context on how equipment issues affect event quality

What to do with the answer: Take equipment concerns seriously and act on them. Create a replacement schedule if needed. If budget is a constraint, be honest about it — but commit to a timeline. Equipment failure during events is one of the most stressful things an AV technician experiences.

"What equipment failure is most likely to happen in the next month? What's your biggest technical risk?"

This asks them to think predictively rather than reactively. The best AV technicians know their equipment intimately and can tell you what's about to fail before it does. This question taps that expertise and helps you plan preventive maintenance rather than emergency repairs.

What good answers sound like:

• Identifies specific equipment with reasoning ("the main projector bulb has 800 hours on it — rated for 1,000")
• Considers the impact of failure ("if the wireless system goes during the annual dinner, we've got no backup")
• Suggests preventive actions rather than just naming risks

What to do with the answer: Build a risk register from their answers. If they identify something likely to fail during a major event, get the backup or replacement in place before it happens. Preventive investment is always cheaper than event-day crisis management.

"Are you getting adequate setup time before events? Or are you always rushed?"

Setup time is the single biggest variable in event success. Rushed setups lead to untested connections, missed configurations, and stress that carries into the live event. If your AV technician is consistently racing to get ready, either event scheduling needs adjusting or the setup process needs streamlining.

What good answers sound like:

• Honest about which event types get enough time and which don't
• Identifies specific bottlenecks ("room access is always late because housekeeping runs over")
• Suggests what would help ("an extra 30 minutes for conferences would let me test everything properly")

What to do with the answer: If setup time is consistently insufficient, work with event coordinators to build more buffer. If room access is the bottleneck, coordinate with housekeeping. Adequate setup time is not a luxury — it's the difference between a flawless event and a scramble.

"When clients bring their own equipment or have specific technical requirements, do you get enough advance notice to prepare?"

Client-provided equipment is one of the highest-risk scenarios for AV technicians. An unfamiliar laptop with non-standard outputs, a presentation in an unsupported format, or a hybrid meeting requiring specific software can derail an event if there's no preparation time. This question reveals whether the information flow between sales, event coordination, and AV is working.

What good answers sound like:

• Specific about how much notice they typically get versus how much they need
• Examples of times when lack of notice caused problems
• Constructive suggestions for improving the process

What to do with the answer: If advance notice is consistently poor, fix the process. Work with event coordinators to include a technical requirements checklist in client communications. Set a minimum lead time for client equipment specifications. The AV technician shouldn't discover a client's requirements at setup.

Record the key points from your discussion, focusing on recurring themes and anything that needs action. Note specific equipment concerns and technical risks — these are valuable evidence for performance reviews and for building a capital expenditure case.

Team and Relationships

These questions surface the dynamics that affect event delivery — coordinator relationships, client interactions, and the support structure around your AV technician.

"How's the coordination with event coordinators working? Do they understand your technical requirements?"

The relationship between AV technicians and event coordinators is critical. Coordinators who understand AV needs build realistic timelines and communicate requirements clearly. Those who don't create unrealistic expectations, miss technical details, and leave the AV technician to manage client disappointment.

What good answers sound like:

• Names specific coordinators and explains what works well or doesn't
• Focuses on process rather than personality ("they don't include room layout in the brief" rather than "they're useless")
• Suggests practical improvements to the coordination process

What to do with the answer: If there's a process gap, fix it. Create a standard technical requirements handover template. If specific coordinators need AV awareness training, arrange it. The AV technician and event coordinator need to function as a team.

"When clients make last-minute changes — new laptop, different format, extra speakers — do you have what you need to adapt?"

Last-minute changes are inevitable in events. The question is whether your AV technician has the equipment, knowledge, and authority to handle them gracefully. If they're scrambling for adapters, downloading software, or borrowing equipment from other venues, the support structure needs improvement.

What good answers sound like:

• Honest about which last-minute changes are manageable and which aren't
• Identifies what additional resources would help (adapter kits, backup equipment, spare cables)
• Shows problem-solving ability alongside the frustration

What to do with the answer: Build a last-minute change kit based on their feedback. Stock common adapters, keep backup equipment accessible, and give them authority to make technical decisions without seeking approval mid-event.

"Any event types that are particularly challenging for our setup? Conferences, weddings, hybrid meetings?"

Different event types stress different parts of the AV setup. Conferences need reliable projection and microphones. Weddings need flexible sound and lighting. Hybrid meetings need camera positioning, streaming, and audio that works for both in-room and remote participants. Understanding which event types challenge your setup helps you invest in the right equipment and training.

What good answers sound like:

• Specific about which event types work well and which stretch the equipment
• Identifies technical gaps ("we don't have proper hybrid meeting equipment — we're faking it")
• Suggests where investment would have the biggest impact

What to do with the answer: Use this to plan equipment investment. If hybrid meetings are increasingly common but your setup isn't designed for them, that's a capital expenditure conversation. If weddings consistently strain the sound system, explore upgrades. Match your equipment to your event mix.

"When something goes wrong during an event, do you feel supported? Or does it feel like you're blamed?"

Technical failures during events are stressful enough without a blame culture on top. If your AV technician feels supported when things go wrong — given time to troubleshoot, backed by management, helped to resolve rather than criticised — they'll stay proactive and honest about problems. If they feel blamed, they'll hide issues and eventually leave.

What good answers sound like:

• Honest about how failures are handled by management and clients
• Distinguishes between situations where they feel supported and where they don't
• Shows they take ownership of genuine mistakes while identifying systemic issues

What to do with the answer: If there's a blame culture, address it immediately. Technical failures will happen — the question is how the team responds. Make clear that honest reporting of problems is valued, that support during crises is guaranteed, and that blame is reserved for genuine negligence, not equipment failure.

Capture the coordination dynamics discussed, any process improvements needed, and concerns about event types or support structure. Note equipment and resource gaps that affect their ability to deliver.

Growth and Development

These questions explore career aspirations and development needs. The answers shape how you invest in this AV technician's growth.

"Are you staying current with AV technology changes? Is there training you'd find valuable?"

AV technology evolves rapidly — new display technologies, streaming platforms, wireless standards, and control systems emerge regularly. An AV technician who stays current delivers better events and finds more satisfaction in their work. One who falls behind starts struggling with client requests and loses confidence.

What good answers sound like:

• Identifies specific technology areas they want to learn about
• Shows genuine interest in staying current rather than just accepting whatever arrives
• Names specific courses, certifications, or platforms they'd find valuable

What to do with the answer: Invest in their training. If they want to learn about LED wall technology, find a course. If they want a manufacturer certification, fund it. Training investment in AV technicians pays for itself through better event delivery and reduced equipment damage.

"Do you see yourself moving toward AV management, staying hands-on technical, or something different?"

There's no wrong answer, but the answer changes everything about how you develop them. A hands-on technician needs equipment mastery and troubleshooting depth. An aspiring AV manager needs client relationship skills, budget management, and team leadership exposure. Someone using this role as a stepping stone still deserves investment.

What good answers sound like:

• Honest about their trajectory without feeling they need to perform loyalty
• Specific about what interests them, even if it's outside your venue
• Shows they've thought about it rather than just shrugging

What to do with the answer: If they want to stay technical, invest in equipment expertise and manufacturer training. If they want management, involve them in client meetings, event planning, and budget decisions. If it's a stepping stone, make their time valuable anyway.

"If you were designing the perfect AV setup for our venue, what would you change?"

This reveals how deeply they understand both the venue's technical capabilities and its limitations. It also shows whether they're still thinking creatively about improvement or have accepted the current setup as permanent. Their answer doubles as a wish list for future investment.

What good answers sound like:

• Specific about what they'd change and why
• Balances ideal scenarios with practical considerations
• Shows understanding of how improvements would benefit events and clients

What to do with the answer: Take their design seriously. Even if you can't implement everything, showing that you've listened and incorporated some suggestions builds engagement. If their ideas are sound, use them to build a capital expenditure proposal.

"What would make this the best AV technician role you've ever had?"

This is the aspirational question. It reveals what they value most and what's currently missing. The answer might be equipment quality, setup time, client respect, professional development, or simply being listened to. Whatever they say, it's a roadmap for retention.

What good answers sound like:

• Specific about what would make the difference
• Shows they've compared this role to previous ones
• Reveals what they value beyond salary

What to do with the answer: Deliver what you can. If they want better equipment, build a business case. If they want more autonomy, give it to them. If they want professional development, fund it. People stay where they feel invested in.

Record their career direction, technology interests, and any specific training they want. This feeds directly into performance review objectives and helps you plan training and equipment investment.

Wellbeing and Support

These questions catch frustration, resource constraints, and unmet needs before they cause resignations. Ask them genuinely, not as a box-ticking exercise.

"What's the most frustrating thing about your job right now? If you could fix one thing, what would it be?"

This cuts through politeness to their top priority. Whatever they name is the thing most likely to make them leave if it's not addressed. The "one thing" framing forces them to prioritise rather than list everything.

What good answers sound like:

• Names something specific and fixable rather than vague dissatisfaction
• Trusts you enough to be honest about genuine frustrations
• Differentiates between temporary annoyances and persistent problems

What to do with the answer: Fix it if you can. If you can't, explain why and offer alternatives. Either way, respond within 48 hours — speed of response matters more than the outcome.

"Do you have the budget and authority to maintain equipment properly? Or are you constantly patching things up?"

AV technicians who can't maintain their equipment properly become demoralised quickly. If they're constantly working around faulty gear, jury-rigging solutions, and hoping things hold together during events, they're under unnecessary stress and your events are at unnecessary risk.

What good answers sound like:

• Honest about whether maintenance budgets are adequate
• Specific about what they're patching versus what's properly maintained
• Shows they understand cost implications rather than just asking for unlimited budget

What to do with the answer: If the maintenance budget is genuinely inadequate, review it. Preventive maintenance is always cheaper than emergency repairs and event failures. If they need authority to order parts without approval chains, consider giving it.

"When you need to make a call during an event — a workaround, a backup plan — do you feel you have the authority to decide?"

Autonomy during live events is critical. An AV technician who can make quick decisions — switching to a backup system, rerouting audio, changing the camera setup — delivers better events than one who has to find a manager for every decision. This question reveals whether they feel empowered or constrained.

What good answers sound like:

• Clear about where they feel empowered and where they feel restricted
• Gives examples of situations where they wished they could act independently
• Shows good judgement about when to act and when to escalate

What to do with the answer: Clarify their authority explicitly. Give them decision-making power for technical issues during events. Clear boundaries are better than vague expectations — "you can switch any backup system without asking; spend up to a certain amount on emergency supplies."

"What do you need from me that you're not getting?"

This is the most important question in the section. It directly asks whether you're doing your job as their manager. Whatever they say, write it down. Then do it or explain why you can't — within 48 hours, not at the next one-to-one.

What good answers sound like:

• Specific and actionable ("I need advance notice of event requirements" rather than "more support")
• Trusts you enough to ask for something
• Acknowledges what you're already doing well alongside the gap

What to do with the answer: Deliver on it. Fast. If you make commitments and don't follow through, trust disappears and future one-to-ones become surface-level exercises.

Record frustrations, budget concerns, and support requests. Flag anything that suggests burnout or flight risk — these notes are critical early-warning signs that need action, not just documentation.

Engagement Indicators

These are observational indicators you assess based on what you've seen during the week, not questions you ask directly. Tick each indicator that's genuinely present. Anything you can't tick is worth exploring — either in this meeting or through closer observation before the next one.

Suggesting equipment upgrades and improvements — Are they still recommending better equipment, new configurations, or technology upgrades? An AV technician who stops suggesting improvements has either given up on being heard or stopped caring about quality. Either way, it needs exploring.

Maintaining equipment proactively, not just patching — Are they still running preventive maintenance, testing equipment between events, and keeping inventory current? Or have they shifted to a "fix it when it breaks" approach? Proactive maintenance is a strong engagement signal.

Showing enthusiasm for major events — Do they still get energised by big events — conferences, galas, high-profile clients? Or do major events feel like burdens rather than opportunities? Enthusiasm for the headline events indicates someone who still cares about the work.

Staying ahead of maintenance schedules — Are they tracking lamp hours, testing batteries, updating firmware, and scheduling servicing? Or are maintenance tasks piling up? Staying ahead of maintenance requires care and forward thinking — both engagement signals.

Engaging with other venues and industry developments — Do they still talk about what other venues are doing, new AV technology, or industry events? Or have they become insular? Curiosity about the broader industry indicates engagement beyond the daily routine.

Taking ownership of event outcomes — Do they take pride in successful events and feel responsible when things go wrong? Or have they become detached from outcomes? Ownership is the strongest engagement signal — its absence is the strongest warning sign.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this AV technician needs urgent attention — increase frequency to weekly and focus on understanding what's changed.

Actions and Follow-Up

At the end of every one-to-one, summarise what you've both agreed to do. Say it out loud before you finish:

"So by next week I'm going to: [your actions]. And you're going to: [their actions]. Is that right?"

Then send a brief message confirming: "From today: I'm sorting [X] + [Y]. You're working on [Z]. Chat next [day] at [time]."

What to record:

• Your commitments with deadlines (e.g., "Get a quote for the replacement projector by Friday")
• Their commitments with deadlines (e.g., "Run a full equipment audit before the conference next week")
• Any items to escalate to your manager or the finance team
• Topics to revisit next time

Follow-through matters more than anything else in this template. If you promise something, tell them when you've done it — don't wait for the next meeting. Message: "Got the projector quote — submitted for approval." AV technicians are used to equipment requests being ignored. Being reliable sets you apart. If you can't do something you promised, tell them immediately and offer an alternative.

Session Notes

Record your overall impressions from the conversation: patterns you're noticing, changes in their engagement or mood, anything you want to revisit in future sessions.

This is also where you note how your approach should adapt:

• First 90 days: 80% listening, 20% guiding. Focus on understanding their world.
• Established relationship: Push into development territory. Technology training, career conversations, venue improvement projects.
• When things are going well: Share business context, ask for their input on equipment decisions and event planning, acknowledge specific contributions.
• When things are struggling: Increase frequency, ask diagnostic questions, focus on support rather than criticism. Remove obstacles faster.

Over time, these session notes create a narrative of your working relationship — invaluable for performance reviews and progression decisions.

What's next

Once you've established regular one-to-ones, the conversations you have will feed directly into formal performance reviews. See our guide on AV Technician performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

• Read our AV Technician job description for the full scope of responsibilities
• Check out our AV Technician onboarding guide if you're supporting someone in their first 90 days