You might say, “It’s helpful for me to hear that you think you’re doing great. This is when you can share that you have a different view. In some cases, they may think they’re doing fine. In this case, you still don’t need to do all the heavy lifting - simply point out additional areas where you think they’re falling short. Sometimes you might be in partial agreement. In the best case, they’ll be on the same page as you, and you can quickly move on to the next steps of your plan. Knowing how closely your perceptions are aligned will determine what you need to communicate next. In addition to an overall assessment, ask them to list key metrics and examples by which they measure their performance. The plan includes steps that anyone can follow.Īsk before telling. Start by asking your employee how they think they’re doing on their goals. We then crafted a plan for his conversation with Josh. Doing so would prevent Aaron from being the bad guy, give him valuable information about how aligned they were about Josh’s performance, and demonstrate to Josh that Aaron wanted to partner with him rather than pass judgment.Īaron immediately looked relieved at this suggestion. Rather than worrying about unknowns, Aaron would go to the source and open up a dialogue. Josh’s response would then inform Aaron’s next steps. I suggested that instead of telling Josh he was underperforming, Aaron could ask Josh to assess his own performance. Aaron was nervous that Josh would be upset. Josh had been his colleague not long ago, and he didn’t think Josh had ever been told to improve his results. It wasn’t so much Josh’s underperformance that was troubling Aaron - he was worried about telling Josh that he wasn’t meeting his goals.Īaron struggled with difficult conversations. He confessed he hadn’t been sleeping well because he was worried about the performance of a direct report named Josh.
At a recent coaching session, he looked particularly harried. My client Aaron was recently promoted to senior director at a bio-pharmaceutical company.
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