So, each and every week these leaders have a brief check-in with each team member, during which they ask two simple questions:

What are your priorities this week?

How can I help?

They are not looking for a to-do list from the team member. They simply want to discuss the team member’s priorities, obstacles, and solutions in real time, while the work itself is ongoing.

Bill Campbell helped me understand how he did it. Bill would always say that if there was any potentially surprising or controversial topic, the CEO should go to every board member, one-on-one, to walk them through it before the meeting. That allowed them to ask questions, offer different perspectives, and then the CEO had time to take those thoughts back to the team and revise their thinking, presentation, and plan.

Even the best CEO cannot stand alone, untouchable, unchallengeable, accountable to no one. Everyone needs to report to someone, even if it’s a two-person board that you meet with for an hour every few months.

There always needs to be some kind of pressure-release valve. There always needs to be someone who can shake their head and give it to you straight.

And if you do it right, you should never be a victim of your board. As CEO, you help to shape it. Boards always change based on the CEO—the board under Steve Jobs was different from the board under Tim Cook. Boards complement a CEO’s strengths and no two CEOs are alike.

One-on-ones should be focused on your report and what would help him be more successful, not on you and what you need. If you’re looking for a status update, use another channel. Rare one-on-one face time is better spent on topics that are harder to discuss in a group or over email.

If you are not a CEO, meet with your new boss and discuss how he or she really likes to work, establish priorities, and communicate. For example, is he more comfortable with formal written updates or more fluid progress reports. Does she prefer email or voicemail?