I disagree. The original commenter obviously does not enjoy 1:1s, and has said they believe the majority of them, even the ones where they have been the manager (!), have been useless. I think that is unusual.
It may very well be that the original commenter should look into changing how they handle and respond to 1:1s. It might help them.
You're quite wrong jcrash. I actually love 1x1s, love getting to know my team, and spend a ton of time developing trust, solving problems, etc in 1x1. At no point have I thought "WOW this is unreasonably effective! Instead I think, "hey here's me doing my job that i love, in a reasonably effective way."
If this is how you feel, then the way you phrased your comment is pretty confusing. You said you strongly disagreed with the author's premise, described the majority of them as "time sucking", and finish off by saying you've never walked away thinking they were unreasonably effective - which, given the tone of the previous statements, reads like an invitation to infer that you often feel the opposite way.
I don't have any sort of dog in this race, but I read and reread your comment, and each time took the impression that you think little of 1x1s. Having read your other comments in the thread, I think I see better that you were disagreeing with the _broadness_ of the author's claim, not the claim itself, but I can understand other commenter's reactions.
Are you sure you have your real stance on them not the reactionary one? The first thing you had to say to describe them originally was they were time sucking status updates and ended with out of 1000s you literally never walked out of a single one thinking it was unreasonably effective. The warmest words were that reviewing process and performance was common. When I look back and think of my most time sucking god awful unproductive meeting series there was a "stand up" (wasn't really) meeting for a couple years at one company and even then I remember walking away from a handful thinking "that was a really super crazy productive meeting".
I mean if it's your well established thoughts then it's definitely your well established thoughts, regardless what anyone else thinks you thought, but I don't think jcash was the only one caught of guard with how/what you were countering the author on.
It's pretty common for manager-types to say one opinion offhandedly and then, when others judge them, to say the opposite opinion and pretend they held the same opinion all along. In this case, the GP realized a little late that being a manager for 10+ years and thinking the majority of your 1:1's are useless is a signal for incompetence. Most competent managers take care not to put their funny business in writing on a public forum.
It may very well be that the original commenter should look into changing how they handle and respond to 1:1s. It might help them.