Giving an employee feedback on poor performance is one of the easiest confrontational conversations a manager is likely to encounter: yet even these conversations are handled badly, if at all. So the problems get worse and the conversations more difficult! There's only one solution; just do it. Follow the steps. It may not be an easy conversation, but with some planning and a modicum of care, it can be effective in changing behaviour without damaging the self-esteem of the employee or their relationship with you.

Start by setting the tone in your opening statement. You don't want to threaten. Get straight to the point by signalling that an important conversation is coming along. "Can we look at your performance figures for the past couple of months? I'm getting concerned."

Lead with the facts. Get them straight. Choose just enough data to make your point. Avoid the classic irritators such as, "You're always below target!" Don't exaggerate, "Your reports are never on time!" Don't accuse, "You spoke abruptly to the customer."

Then explain how you see the situation, and the implications of the poor performance. In this step you are underlining the need for change. Things cannot continue as they are.

Lastly ask the employee for their view, "How do you see the situation?", or "What's going on?" This is the crux of the confrontation. Don't sidestep it.

Now you have to listen! This can be the hardest part of the conversation but unless you get the employee's input to the problem, any solution you think you have agreed is unlikely to have their commitment.

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 Is there a conversation you are avoiding? Don't know where to start? Scared you will do more harm than good if you try? Send a brief outline of the problem to us at straighttalk@gateways.co.za and we'll send you a guideline for your conversation.