A better question for your next one-on-one
Move beyond status updates without turning the meeting into an interrogation.
Let the update be short
A one-on-one can easily become a spoken task list. There is a place for checking progress, but it should not consume the only regular conversation someone has with their manager. Invite a short update before the meeting or give it a few minutes at the start. Then leave room for the work underneath the work: uncertainty, competing priorities, and the decisions a person is trying to make without enough context.
Ask where the friction is
Try asking: What is taking more effort than it should right now? The question is concrete enough to answer and broad enough to reveal a useful problem. Resist the urge to solve the first thing you hear. Ask for a recent example. Find out what they have tried and what they think is causing the difficulty. A person who feels heard is more likely to name the real obstacle than someone who expects a rapid diagnosis.
End with ownership
Before you finish, separate what your teammate will do from what they need you to do. Write down one action for each person, even if your action is simply to make an introduction or clarify a priority. At the next meeting, return to those agreements before introducing a new topic. Good management conversations build a record of attention. They do not require a different brilliant question every week. They require listening long enough to understand the answer, being clear about responsibility, and doing the small thing you said you would do.
Keep a brief note of the conversation where both of you can return to it. Ask permission before sharing anything personal with others. Trust grows when a teammate knows their words will be handled with care.