Approaching a conversation about improving a Team Member’s performance requires preparation, empathy, a focus on collaboration, and a clear path forward. Even though hearing the truth about their current performance will be tough and possibly hurtful, it’s a teaching moment People Leaders must embrace to help them become more resilient and adept at problem-solving and developing professional relationships.
Here are several strategies for treating difficult performance conversations not as fault-finding missions but instead as opportunities to work collaboratively to define a shared commitment to growth and development.
Set the Stage
When there’s misalignment between what you expect from a Team Member and the work they’re delivering, start by defining what success looks like and who will be involved in turning around their performance.
This must be a shared goal between you and your Team Member for them to feel valued and supported.
You can start by saying something like, “we should have an open and honest dialogue. My goal here is to give you clear feedback and ensure we are collectively working toward your continued growth & development.”
Take a Look Back to Help Go Forward
During the conversation, take a moment to look back and understand the situation. You can kick this off by asking them to self-reflect and assess their own performance. Self-reflection is not only a skill that will help the Team Member in this situation, but also and will be a skill that can and should be used going forward. It will help the Team Member be more self-aware, to stop and think, and better plan in the future.
You can start with a question like, “I want you to take a couple of minutes and reflect on your performance over the last 30 days. What does that look like? How would you describe your performance standards?”
Understand Their Values
Studies have indicated a robust correlation between enhanced Team Member engagement and improved performance. Team Members' sense of engagement and loyalty to the company are influenced by their tendency to place a high value on meaning, effect, and purpose in their job.
Spend some time getting to know the Team Member's values before striking up a discussion on performance enhancement. This helps to match company goals with their individual aspirations by grounding the discourse in personal and professional progress.
Talk about the relationship between their performance and actions now and their long-term career goals during the feedback process.
Think about these questions:
When you think about your long-term goals, how does your current role contribute to your professional growth?
Which aspects of your work do you feel align most with your career aspirations, and how can we build on those strengths?
Could you talk about any experiences or skills you’re hoping to gain soon to support your career path?
Give Feedback
Deliver feedback with clarity and specificity. Provide clear examples, not hypotheticals, to ensure the Team Member understands exactly how the work they’re delivering isn’t aligning with what’s expected of them. Avoid ambiguity.
Solicit insights from various stakeholders and cross-functional Team Members in order to provide them with a more comprehensive understanding of the situation. Doing so not only gives them a broader spectrum of viewpoints to consider — it demonstrates your commitment to fairness and inclusivity and fosters an environment of openness and transparency.
Give Positive Reinforcement
Now that you’ve taken the time to look back and assess what’s happening, reset the focus to the present state. Set the tone of the conversation by acknowledging the employee’s strengths and desire to do well. Emphasizing empathy and understanding will show them that the discussion is about growth and development rather than criticism.
You want to communicate that you believe improvement is possible and that you and the team are here to support them through their self-improvement journey.
Provide an Actionable Path Forward
Consider providing feedback that’s focused on the future and allows you as the People Leader to ask the employee to imagine “what if.”
For example, “How would you handle a situation if…?” This forward-looking reframing of feedback helps remove the stigma of criticism and puts your direct report in a state of mind where they’re able to accomplish a different result.
Set Go-Forward Expectations
Clearly communicate what your expectations are moving forward. Ensure the Team Member understands the standards and is aligned with the organization’s goals.
To encourage dialogue, consider asking questions like:
What specific actions or behaviors do you think are needed to align your performance with my/your/our goals and expectations?
How can we collaborate to ensure a clear understanding of performance standards going forward?
How can I support you, and what resources do you require (such as training, continuous feedback, check-ins, etc.)?
Approaching a conversation about improving a Team Member’s performance requires preparation, empathy, and a focus on collaboration. Creating the space for self-reflection and an understanding that change is possible can help them move from feeling victimized to feeling empowered.
Even though hearing the truth about their current performance will be tough and potentially hurtful, it’s a teaching moment managers must embrace to help them become more resilient and adept at problem-solving and developing professional relationships.
You got this!
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