In almost every workplace, some individuals need to improve in specific areas. These areas could include their work ethic, interpersonal skills, or the need to be a team player. A critical aspect of leadership is the ability to have what are perceived to be difficult conversations. As an aside, providing feedback is easy if it comes from a place of integrity.

Because some leaders are uncomfortable with one-on-one conversations with staff who need to improve, they call staff meetings to voice concerns that pertain to only one individual. Other team members usually know for whom the message is intended. This approach is a quick way for morale to suffer and for the leader to lose the respect of other team members. The high-performing team members might conclude that the “problem” employee receives preferential treatment.

I completely understand that even subordinates can intimidate leaders; however, there are ways to overcome this. For example, before a leader speaks with the relevant employee, they could:

  • Ensure that there are no personal feelings involved. Specifically, the conversation needs to be about work performance only.
  • Speak with a Human Resource Department representative to ensure that the plan of action aligns with the organization’s policies and procedures.
  • Practice how the conversation will go.
  • Clearly state the issues and allow the employee to speak.
  • Explain what needs to happen going forward. I am not a fan of performance plans. I never utilized them. Instead, I would explain that I needed the employee to improve immediately. However, it is perfectly okay to have regular check-ins to assess how things are going.
  • When appropriate, allow the employee to provide feedback or guidelines on a proper solution or remedy. The employee may already know the shortcoming and the best answer to resolve it. By initiating the conversation, the leader may be given enough motivation for the employee to discuss and take the proper steps. In this case, follow-up should still be used to make it a formal plan upon which both parties agree.
  • Explain that the conversation must remain confidential.

This approach demonstrates that the leader wants the employee to succeed. Be brave!