Tips for Having Constructive Performance Conversations (COR1-J03)

Tips for Having Constructive Performance Conversations

Before the meeting

• Prepare notes and identify the facts. What are the key messages you want to deliver.
• If an emergency arises and you can't give the employee your undivided attention, cancel the meeting and rebook.
• Set aside smartphones, email and text messages.
• Pay attention to the seating arrangements. The atmosphere should encourage two-way conversation.

During the meeting

• Thank the employee for coming to the meeting.
• Keep an open mind.
• Remain calm and composed.
• Maintain eye contact.
• Listen attentively and paraphrase back what the employee has said.
• Be aware of your body language—it should be neutral.
• Don't be afraid of silence.
• Say that you will be taking notes so that you can follow up on matters that are important to both of you.
• Encourage the employee to make suggestions, and explain that it is your role as a manager or supervisor to help employees succeed.
• Focus on the performance, not on the person.

If the employee appears defensive or makes excuses

• Stop and ask yourself if you provided interpretations rather than observations.
• Allow the employee to express him or herself. When you respond, do not react emotionally.
• Ask yourself if there is anything you can do to help diminish the employee's defensiveness.
• Consider ending the meeting to allow the employee and you to reflect on the situation.

If the employee becomes angry

• Avoid arguments.
• Let the employee continue talking as long as necessary until he or she is ready to listen to you.
• Say the employee's name.
• Identify what is causing the angry reaction and try to understand what is important for the employee.
• Ask yourself what the employee needs to regain their composure.
• Consider taking a short break and resuming when the employee has regained control over their emotions.

If the employee is unresponsive or withdraws

• Ask the employee what he or she understood from your comments.
• Ask whether there is anything else that you should know that could be affecting his or her performance.
• Find out what is keeping the employee from participating.
• Be patient and friendly.
• Show concern.
• Allow silence for a moment; wait for the employee to talk.
• Tell the employee that it is important for you to hear what he or she has to say.
• Say that your intent is to help him or her to succeed.
• State what your intention is and what it is not. Refocus on a common goal.
• Propose ending the meeting and meeting again to determine together what might be done to resolve the issues raised.