Have You Made These Mistakes in Your Performance Conversations?

Some of the most common mistakes that leaders make in managing performance include:

1. Waiting too long to address the issue.
2. Insufficient preparation. Lack of clarity about the outcome that you want to achieve.
3. Not thinking ahead about how you would like to be perceived following the conversation.
4. Making assumptions about the intent of the other person.
5. Not bringing enough respect for the other person into the conversation. Make it a two-way dialogue.
6. Talking too much, and not giving the recipient the opportunity to come up with solutions to the problem.
7. Getting hooked on or triggered by something that the other person says and allowing the conversation to get derailed.

In her wonderful book, Painless Performance Conversations, Marnie Green offers this simple and powerful process for planning an effective performance conversation.

Step 1:  Explain the situation concisely.  What are the facts? Why is it important? What is the impact?

Step 2:  Ask the other person for their view of the issue. Listen and probe. Ask open-ended questions that encourage the other person to share their perspective.  Anticipate the possible reactions and be prepared. Summarize what you heard.

Step 3: Find agreement on what needs to be accomplished. Avoid forcing a solution, asking for agreement on a basic principle or high-level expectation.

Step 4:  Discuss alternatives for successful resolution. Ask the other person for suggestions, ensuring it is something they can support. Weigh the pros and cons of the alternatives.

Step 5: Seek agreement on actions to be taken by both parties. Be specific about commitments: who will do what by when, including a follow-up date.

Step 6: Express your confidence that the other person will resolve the issue. Be specific and sincere.

By taking the time in advance to think through each of these steps, what you will say and what you will ask, the chances of success are so much greater.  Thinking about the outcome you want to achieve, what you will do if the conversation gets derailed, and how you personally want to be perceived when the conversation is over is also helpful.  This pre-planning and level of clarity allows you to stay on track.

These conversations do not need to be painful for either party.  With practice – and with positive intent toward and respect for the other person - you will become more confident and competent about having productive, effective performance conversations.

Great leaders set the intention for improving the performance of those they lead, with kindness and honesty. If you, and your team of leaders, need help developing this skill, let’s talk.  I can help.