Difficult Conversations Concerning Performance

As the end of the year approaches, have you checked in with your team members at work? Do you have direct reports that you are required to speak with annually concerning performance? Are you dreading any of the conversations? Whether your company requires it or not, having a one-on-one discussion with your team members in the form of a performance conversation can be beneficial to the individual, you, and your organization.  

I have been managing people for over ten years and have had my share of providing performance conversations with individual team members. Everywhere I have worked, performance conversations have been required, and for a long time, I viewed them as somewhat of a chore. Some I enjoy and some I don’t. I enjoy conversations with solid performers and am less enthusiastic about speaking with individuals who have performance issues. As a leader, I want to take an objective view of every conversation. To do this, I need to have the inventory of my team in order. I can’t wait for this one time a year to have a difficult conversation. This approach was inspired by two of my team members. Years ago, they approached me about the performance of a teammate. As we discussed the individual’s performance, they both noted that they found themselves instant messaging each other and complaining about this teammate. It was a clear sign there was a problem, and they felt it would be more effective to address it than to continue gossiping on the side. Each of them wanted their teammate to be successful, as well as our organization and wanted to address it right away. How inspiring! Instead of letting it go on and each of them festering on how it affected their work, they tried to address it head-on. In my experience, I found this to be the key to successful year-end conversations. Suppose performance shortcomings are talked about throughout the year. In that case, expectations are outlined, and follow-up conversations occur; the formal conversation is a wrap-up on what has already been discussed and an outline of goals for next year.  

Most of us haven’t had training on the best way to outline a difficult conversation. I have found five key steps that have helped me connect with my colleagues during difficult discussions effectively.

First, prepare for the meeting. Connect with your human resources department, get their counsel, and any supporting materials they can offer you. Then, schedule an appointment with the individual within an immediate timeframe; a good range is within one or two days. An appropriate subject for the meeting is “Check-in.” Once the session is on the calendar, spend some time planning the conversation. Develop an outline that will allow you to cover the issues fairly and effectively. A possible method may look like this:

1. Compose opening remarks. For example, “I want to connect with you on some performance issues that have come to my attention. This may not be the easiest conversation. You are an important member of the team, and I want you to be successful as your success directly impacts our organization.”
2. Provide specific performance concerns and give examples. It is essential neither party leave the conversation with a vague understanding of the issues. The issues need to be concrete and tied to examples.
3. Outline expectations for improvement. Give the individual an idea of a more successful result of their performance. It is also essential to let them know the timeline of when you want to see improved results. A good recommendation is one month.
4. Reinforce your interest in their success, communicate the seriousness of the conversation and let them know that if they don’t show improvement, their job is on the line.

Second, present the information you have prepared at the meeting and reinforce your interest in helping the individual succeed. Once the message has been delivered, give the individual time to express their thoughts. They may be aware of the issues, or they may not. There is no way to predict how someone will respond. The best approach is to let them express what is on their minds. They have the right to an opinion. Whether their response is defensive or not, your job as the supervisor is to listen. This is not the time to respond. It may feel awkward, but a back-and-forth response will not benefit either party.

Third, let them know when you will talk again.  Two weeks is an ample amount of time. Let them know your expectation of what will be discussed at that time. Don’t provide specific behaviors; just note that you will expect an update on progress concerning the issues and any improvements or adjustments the individual has made toward more successful results. After the meeting, follow up with an email summary of the discussion and schedule the second meeting on the calendar right away. Over the next two weeks, make a point to observe how things are going. Be present and keep track of the progress.

Fourth, for the next two weeks, give the individual space to chart their path. After a few days, check-in with team members working directly with the individual and again a few days before your next meeting. At this second meeting with the employee, you are simply reinforcing the points made in the first meeting and noting any feedback you have received or improvements you have registered. Hopefully, improvements have been made; either way, it is essential to note that you are interested in seeing the individual succeed. You will meet again, and at that time, you may establish a Performance Improvement Plan. A Performance Improvement Plan—often referred to as a PIP—outlines the performance issues, objective behaviors or skills that need to be improved, measurable goals that would illustrate improvement, and the timeline required for results. Like your first meeting, immediately follow up with a summary email of the conversation and schedule an additional appointment two weeks out.

Fifth, a few days before your third meeting with the employee, check-in again with team members working directly with him on progress. Additionally, review any notes or observations you made during this time. With the information in hand, connect with your human resources department. Seek their counsel, and in collaboration with the HR representative, decide whether a PIP is warranted. Has improvement been made in all the areas discussed for improvement, has the employee shown a positive attitude and a willingness to improve, have results been met? If so, I would view this as a positive result, and I would not issue a PIP. If this is the case, the following points are relevant for your next conversation:

1. Provide an overview of the positive feedback to the employee.
2. Plan to meet again but schedule that is meeting one month out.
3. Ask the employee to consider some goals that will help them continue to move in a positive direction.
4. Following the conversation, schedule the calendar meeting one month out and provide a summary email of your conversation.

If improvement has not been made in all areas, results have not been met, and the employee’s attitude is causing an unhealthy environment, it is time for a PIP. Again, work with your human resources department. They likely have a PIP form to use. In this situation, the following summary offers essential points to your next conversation:

1.  PIP to include the following:
   • Clearly outline the areas for improvement.
   • Give examples where the performance fell short
   • Clearly outline the results that are expected
   • Give a timeline of when the results are expected
   • A summarizing paragraph noting that employment may be terminated if these things aren’t met.
2. At the meeting, verbally deliver the PIP and provide the employee with a printed copy. Stick to the points of the document. Also, communicate that you will set a follow-up meeting to discuss the progress in one month.
3. Allow the employee time to express their thoughts; if they get defensive, just allow them to express their opinions; there is no need for you to respond. A go-to phrase such as “I understand your point of view” may help.
4. Following the meeting, send a summary e-mail and attach the electronic version of the PIP. In that e-mail, ask if they have any input-on efforts they would like to make to reach positive results. If so, add their points to the PIP and resend a revised copy. Concurrently schedule the next meeting, one month out.

A Performance Improvement Plan is formal, and if you have never delivered one before, it may feel harsh. Still, it is an essential tool to provide an employee with a road map of their next steps, and you have also taken a necessary step towards a more successful organization. A PIP allows both parties to find a mutually beneficial way forward.

Following this process may or may not yield improved performance, but you have addressed the performance issues swiftly and decisively. This employee knows where they stand and what they need to do to make a difference to keep their job. You also have documentation of your discussion to support any next steps. It is difficult to talk about uncomfortable things, but it will help your organization reach more tremendous success. By addressing concerns as they come up, you prioritize this individual’s career growth, the well-being of other team members who are picking up any slack and furthering your organization towards its goals. The added benefit is that the end of the year conversation does not need to be uncomfortable. It is a recap of the progress made and an outline of goals for the future. Would this approach help you to have more effective and straightforward employee conversations in December 2022? Consider this a process improvement you can establish toward your own goals as a leader next year.