There are several questions here and other articles on the web about how to handle one on one meetings with your manager. I have a weird situation and need advice about a strategy in this case.
The company (IT industry) is in flux, lots of people quit and others are moving in. My manager is leaving and there is no replacement as of yet. Instead, for my team, a senior architect is acting as manager and I'm acting product owner. A third person (let's call this person M) is acting overall company product owner together with another person. M worked at an office in a different country and appeared at our office about a month ago. Among other things, M will handle "personnel issues" and started setting up team retrospectives and one on one meetings. If you are thinking, this is a confusing and unclear management structure, you are correct.
I have an upcoming one on one with M. Normally I would prepare an honest discussion with positive and negative feedback, suggestions for improvement, ideas for my future professional development etc.
But in the light of the situation, I'm not sure if this is a good strategy. I'm not confident that M has leverage in the company as it stands, so any suggestions may just be a waste of time. M is not my manager per se and it's not clear what can be accomplished between us. And I'm concerned that negative feedback will be turned against me.
Should I act in good faith and do an honest one on one? Or is it better to clam up? What's a good strategy here?
Edit: just to be clear, any feedback, positive or negative, is not about M but just general stuff one would bring up in such a meeting.