The number of one-on-ones (1:1s) you should have depends on various factors, especially in the context of being an engineering manager. Here are the key points discussed in the podcast:

1. Direct Reports and Managers:
You should have regular one-on-ones with your direct reports and your own manager. These should be held sacred and conducted either weekly or every other week 00:40:45.

2. Peers and Stakeholders:
Having one-on-ones with all peers and stakeholders is not scalable as the number of relationships you need to manage grows with the company. This approach becomes less practical as the team and company expand 00:41:33 - 00:41:54.

3. Effectiveness and Necessity:
Many people think one-on-ones will solve all their problems, but often they do not. Sometimes, one-on-ones happen with individuals who do not see the value in them, which can be counterproductive 00:42:11 - 00:42:27.

4. Comfort Zone:
For some, conducting numerous one-on-ones might just be a comfort zone activity rather than a productive one. It's crucial to assess whether these meetings are genuinely beneficial or just a way to feel productive by checking off a list of meetings 00:45:00 - 00:45:26.

5. Respecting Time:
It's important to respect your own time and not overload yourself with one-on-ones. Instead of relying heavily on one-on-one meetings for stakeholder management, consider other methods that might be more effective 00:43:32 - 00:43:58.

In summary, prioritize regular one-on-ones with direct reports and your manager, but be mindful of the scalability and necessity of additional one-on-ones with peers and stakeholders.

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