One of the most challenging aspects of leadership for many managers is having to have difficult and uncomfortable conversations with their staff. This can be especially true when such a conversation becomes necessary in order to address poor job performance.

The following five key elements are important in order to make these discussions as smooth and effective as possible. A great leader considers their timing, comes to the conversation well-prepared, demonstrates genuine curiosity, makes every effort to not make the situation personal, and is clear when establishing next steps.

Consider Timing

When having crucial conversations, it is important to consider the ‘when’ and the ‘where’. It is highly inappropriate, for instance, to have such discussions publicly, though a single third party to act as a mediator or witness may sometimes be needed.

When an individual is highly emotional, angry, or distraught, it is very unlikely that they will be receptive to negative feedback. In fact, they are much more likely to become irate or defensive.

It is best to have these conversations in a calm, private setting. Sometimes this will mean allowing a little time to pass if a particular incident was especially heated.

However, it is also important that these discussions not be put off for too long, as feedback becomes less meaningful the further down the road we kick the proverbial can.

Be Prepared

When addressing performance concerns, it is vital that the manager come to the meeting with all their notes and metrics prepared in advance. Failure to do so will undermine their credibility and can risk derailing the conversation.

Being prepared means knowing what specific behaviors or errors need to be addressed and having the relevant data or metrics to justify the discussion. It also means being knowledgeable of all current rules, policies, and expectations related to the employee’s job position.

Preparation and planning prior to providing negative feedback can make the experience more focused and effective. Planning also helps with the other key elements, such as depersonalizing the conversation and establishing clear next steps.

Demonstrate Curiosity

Direct statements can sometimes come off as blunt and accusatory, causing the listener to immediately become defensive and argumentative. For this reason, master conversationalists and therapists both appreciate the value of asking questions.

Expressing sincere curiosity, empathy, and kindness can completely reshape a conversation from a combative situation into one of mutual growth and understanding.

While it is necessary that key metrics and shortcomings be clearly addressed, it is also important to appreciate that these critical discussions will rarely be one-way. By demonstrating compassion and actively listening, a much more meaningful two-way conversation can develop, leading to more effective outcomes.

Depersonalize the Conversation

Another important technique to keep the conversation from escalating unnecessarily is to focus on work performance, metrics, data, policies, and expectations. This helps to keep the conversation from becoming an interpersonal conflict and may decrease the chances of the listener becoming defensive or combative.

This approach, known as depersonalization, requires that we think in terms of measurable outcomes, activities, and results, instead of blaming personal attributes as the problem.

For example, one should avoid assuming or referring to an employee as ‘lazy’ or ‘incompetent’, even if they are frequently late, behind on work, or making errors. Instead, focus the conversation on specific behaviors to avoid making personal judgements about the individual’s personality or character.

Establish Next Steps

Part of being prepared means knowing what needs to happen following the feedback session. There may be a formal reprimand process, a performance improvement plan (PIP), or clear, new goals that need to be established for that employee.

Before the conversation is concluded, it is essential that expectations and next steps be clearly explained alongside a timeline and specific consequences should the required improvements not occur. This is one reason why goal setting is often a skill discussed with supervisors during leadership development training.

Ideally, every participant should walk away from the discussion with a clear understanding of what needs to occur next, what steps can be made toward improvement, how soon changes need to occur, and what will happen if they do not.

Conclusion

Addressing poor job performance with staff is never easy, but it is a necessary part of management and should not be avoided. The consequences for shying away from this essential leadership task can be devastating to an organization.

When handled appropriately, negative performance feedback can actually benefit the employee, their team, and the organization. It presents an opportunity for growth and development which can realign individual and company goals toward success.