Ever wonder what’s missing in the dialogue about managing underperforming employees? It’s the conversation itself, especially the mechanics behind it. Let’s delve into a step-by-step guide to transform these discussions into collaborative and trust-building experiences.

Prepare: Plan to break the conversation into two parts. Assume everyone, including yourself and your employee, is doing their best. No one intends to be on the receiving end of a performance talk. Write your script ahead; it serves as a guide and as documentation for follow-up.

Reflect on Change: Go back to a time when performance was optimal. Investigate changes since then and ensure your employee had adequate support. Address workload adjustments, process changes, resource access, and environmental shifts.

Forget the Feedback Sandwich: Abandon the psychological complexities of the feedback sandwich method. Instead, emphasize the value of the work, pinpoint observable changes in behavior, and outline the impact. This clarity sets the tone for a productive discussion.

Strategically Pause: Breaks are pivotal. Allow emotional processing, give time for thoughtful consideration, and foster an environment for collaborative problem-solving. The pause is as crucial as the conversation itself.

Schedule a Follow Up: Set a time for the second half of the conversation, with a structured agenda. Provide a platform for questions and statements. Be ready to hear their perspective and proposed solutions. A well-planned follow-up ensures a complete and fruitful discussion.

Strategic Deliberation: Avoid hasty solutions. Be prepared to offer job aids, training, resources, or Employee Assistance Program (EAP) resources for personal distress. Tailor your support to the individual’s needs.

Document and Recap: Assure them of an email follow-up, summarizing key points. Clear, written communication minimizes misinterpretations and reinforces the commitment to improvement.

It’s time to shift the conversation dynamics and transform performance discussions into collaborative opportunities for growth. 

Be mindful that during these conversations, if an employee raises concerns about their mental or physical health, or expresses doubts about their physical ability to perform the job, it’s imperative to approach the situation with care. In such instances, promptly consult Human Resources to explore considerations under the Family and Medical Leave Act (FMLA) and the Americans with Disabilities Act (ADA).