Most E&C professionals know that cross-functional relationships matter — but not everyone realizes how powerful regular 1:1s can be in turning those relationships into real program support.

When done right, 1:1s aren’t just status updates. They’re an opportunity to uncover hidden risks, surface frustrations, and connect the dots between your program and business outcomes. And if you’re looking to secure more budget, build internal champions, or elevate E&C’s role from reactive to strategic, these conversations are your secret weapon.

This guide will help you structure smarter check-ins that not only deepen trust but also give you the insights (and allies) you need to justify program investments, tailor your approach, and make your E&C efforts essential to the business.

What makes a 1:1 effective?

A great 1:1 isn’t just about asking the right questions, but rather creating the right environment. When stakeholders feel heard, and supported, they’re more likely to surface meaningful insights. Before diving into questions, here are a few principles to keep in mind:

  • Emphasize consistency over complexity: aim for monthly or quarterly meetings with modest agendas
  • Tone matters: be curious, nonjudgmental, and solutions-oriented.
  • Document: take notes on key themes, trends, and follow-ups.
  • Keep it two-way: make space for their questions and ideas.

Core questions to ask in cross-functional 1:1s

Use these questions to uncover unmet needs, gather feedback that can inform future asks, and position E&C as a proactive, solutions-oriented partner.

Risk Awareness

  • “Where do you see the biggest risks for our business right now?”
  • “What’s keeping you up at night from a compliance or reputational standpoint?”
  • “Any recent situations that felt like gray areas or close calls?”
  • “Are there any third-party or vendor relationships that feel tricky or high-risk?”
  • “How should we tackle the new regulatory and enforcement initiatives underway in [XYZ] areas?”

These questions help you anticipate emerging risks before they escalate, making your case for proactive training, tooling, or policy updates stronger and more timely.

Culture & Conduct

  • “What are you hearing from your team or peers lately?”
  • “Do our rules apply to everyone without regard to seniority or successful performance?”
  • “Are there any concerns about behavior, tone, or dynamics I should be aware of?”
  • “Have there been any situations recently where someone almost spoke up, but didn’t?”
  • “Do people feel comfortable raising concerns here?”

Answers can reveal cultural friction points or fear of retaliation — both of which are compelling reasons to invest in ethical culture initiatives or revamp reporting processes.

E&C Resources

  • “How useful are our Code of Conduct and policies in guiding behavior?”
  • “Have the team’s training materials been useful and relevant?”
  • “Do people know what to do or where to go if they see something wrong?”
  • “Do they believe that investigations are handled fairly and professionally?”
  • “Is there anything we should improve or tailor for your team?”

Spot gaps in your current resources or training strategy. Feedback here can directly support requests for better systems or program customization.

Speaking Up & Reporting

  • “When’s the last time someone raised a concern to you directly?”
  • “How did that go? Anything we could’ve done better?”
  • “Do people speak up in team meetings about potential problems or issues?”
  • “Would you say your team understands our whistleblower/reporting process?”

Use these conversations to spot signs of underreporting or confusion. Then, make the case for clearer guidance, training, or improved hotline tools.

Metrics & Feedback

  • “Is there any data or reporting you’d like to see from us?”
  • “How can we make E&C feel more like a coach and less like a cop?”
  • “If you had a magic wand, what would you fix about our E&C program?”

These give you insight into how E&C is perceived and where you can adjust to increase buy-in. Bonus: These answers often yield language and anecdotes you can use in program proposals.

Tailor for different departments

Depending on who you're meeting with, you might want to dig deeper into:

With Audit, Finance, and/or Procurement:

  • “What E&C issues are you seeing in your audits?”
  • “Do business leaders ensure that issues you find in your audits are effectively addressed?”
  • “Any weak spots when it comes to effective internal controls?”
  • “Is there enough (but not too much) pressure to make numbers and targets?”
  • “Do you feel confident that we screen third parties effectively to find compliance risks?
  • “Any new vendors, large contracts, or spend categories we should look at together?”
  • “Are teams following due diligence protocols?”

With HR:

  • “Any upcoming restructures, exits, or investigations I should be looped into?”
  • “Do our performance and reward systems incentivize ethical and compliant behavior?”
  • “Are there trends in employee relations data that concern you?”

With Legal:

  • “Any litigation/investigations I should be aware of?”
  • “What’s happening in the mergers and acquisitions area?”
  • “Are there new legal challenges on the horizon that we can help meet”

With Business Unit Leaders:

  • “What pressures are your team under right now? Growth targets, deadlines, client demands?”
  • “Are you heading into any new, uncharted risky areas?
  • “Do you feel like your team gets the why behind our policies, not just the what?”
  • “How can E&C help you meet your goals?”

Turning insights into influence (and budget)

Once you’ve gathered themes from multiple 1:1s, it’s time to turn those insights into action. Here’s how:

  • Spot patterns: Look across conversations for recurring issues, confusion, or unmet needs.
  • Use quotes and data: When presenting an idea or funding request, cite specific examples: "Three department heads mentioned confusion around [policy]," or "Two teams flagged pressure to hit targets as a risk."
  • Tailor proposals: Frame every ask around the business’s goals: risk reduction, reputation protection, and enabling ethical decision-making at scale.
  • Build a coalition: When someone raises an issue, help solve it. Those moments build goodwill and internal champions.
  • Keep following up: Document takeaways, follow through, and circle back to show responsiveness. Trust builds budget.

The bottom line

Regular 1:1s won’t solve every challenge, but they can open the door to the kind of influence — and investment — that takes your E&C program from the margins to the mainstream. With the right questions and a strategic mindset, these small conversations can lead to big wins.

About Ethena

Go beyond check-the-box with Ethena’s modern library of 150+ customizable course modules and tech that lets you set it and forget it. An employee hotline, case manager, and phishing simulator are all built-in, so you can identify risks and tailor your training to them. 

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