How do you handle performance issues and feedback in a constructive and respectful way?

To handle performance issues and feedback constructively and respectfully: - Prepare with specific examples. - Choose an appropriate, private setting for the discussion. - Be clear and specific about the issues. - Balance positive and constructive feedback. - Focus on behaviors. - Encourage dialogue to understand their perspective. - Offer support and resources for improvement. - Set clear, achievable goals and timelines. - Regularly follow up to monitor progress. - Maintain confidentiality to protect dignity. For complex, challenging issues, consider partnering with your HR team as they are specially skilled in this area. This approach fosters a supportive environment, encouraging growth while addressing issues directly and respectfully.

To handle performance issues and provide feedback constructively: Be specific and timely with feedback. Focus on behavior, not the person. Offer clear, actionable steps for improvement. Listen actively to their perspective and provide support and resources. Set SMART goals. Follow up regularly to check progress and acknowledge improvements. Maintain privacy in discussions and reinforce their strengths. Encourage a growth mindset and frame feedback as opportunities for development. Respect is crucial in all interactions.

Performance is potential minus distraction. To further explicate the nature and the potential shift that is needed in a so-called performance gap, it is imperative to identify the distraction and what it is impacting(e.g., emotions, cognition) that is relating the outcome of interest. Distraction is a drain on one of our most limited resources, attention. Like a leak in a boat or a hot air balloon, the longer the distraction goes un-identified, the more that gets lost.

Thoroughly assess the performance gap by gathering facts and identifying patterns. Focus on the specific behaviours or outcomes impacting goals, not assumptions or personal attributes. Context matters; understand external factors that may contribute, such as resource limitations or unclear expectations. A well-defined issue provides a foundation for meaningful dialogue.

The first thing to consider is the expertise level of the individual who will be receiving feedback on a given task. For individuals who may be new to a performance area, specific feedback at the level of the task is optimal. Experts, conversely are served best by general feedback (e.g., be more customer centric, work from the top down) as task specific feedback may disrupt their mental models and ultimately interrupt performance levels. Once the optimal level of feedback is determined, this leads to a consideration of how to create buy-in for the individual receiving the feedback which is best accomplished by acknowledging and validating their experience with the given performance area.

Plan the discussion with a clear structure and objectives. Anticipate reactions and tailor your approach to the individual’s communication style. Frame the issue around shared goals and the value of improvement. Prepare examples that illustrate the impact of the issue and align with the individual’s role and objectives to keep the conversation focused and productive.

I disagree with the notion of starting with strengths; people are smart. Starting with the compliment sandwich only creates doubt in a person about whether they actually possess the strength when it's followed up by a corrective comment. Instead it is best to be direct about the feedback and to say it in two sentences or less incorporating the level of feedback the is most suited for the receiver. Then it is time to work with the receiver to discover what's contributing to distraction by asking open ended questions which will empower them. In this phase of the conversation, it is imperative to actively listen to what they say. From here, partner with them to create an action plan to shift performance away from the distraction.

Approach the conversation with respect and a solution-focused mindset. Start with observations grounded in fact, not opinion, and connect them to the organisation’s objectives. Use language that invites collaboration, such as “Let’s explore how we can address this.” Balance constructive feedback with recognition of strengths to foster engagement and commitment to improvement.

In addition to regular check-ins, consider implementing a mentorship or peer support system. This can provide the employee with additional perspectives and support, fostering a more inclusive and collaborative approach to performance improvement.

Equip the individual with resources, training or mentoring to address the issue. Set clear, achievable goals and establish a timeline for progress. Follow up regularly to review milestones, provide encouragement, and adjust plans if necessary. Performance improvement is an ongoing process, and consistent support strengthens accountability and builds trust.