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you would like the outcome of the meeting to be. Is it an improvement in performance or perhaps a change in behaviour? Scenario 2: Contain the problem and look to the future You are a new manager. There has been a long, complex set of problems with one of your team. Sarah has a history of making rash, often inappropria... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.444 | 0.876 | ["management", "philosophy"] | 498 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928362 | [
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he way she perceived she was treated in the past. A recent email from her to the Director, complaining about company policy, threatens to start off another episode. Her behaviour has alienated her from the rest of the team and relations with colleagues are strained. You arrange to have a meeting with her. What do you d... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.373 | 0.882 | ["management", "war_conflict"] | 497 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928423 | [
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n the future and how problems will be dealt with. You remind her of the company email policy and remind her of the standard of behaviour you expect in the future and the process for raising grievances or concerns. You ask her if she has any questions. CHALLENGING CONVERSATIONS AND HOW TO MANAGE THEM 11 What’s the outco... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.585 | 0.874 | [] | 471 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928446 | [
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agree to abide by the policies you have outlined. A few days later, you hear from your line manager. Sarah has approached her to complain about something but because you briefed her on the line you were taking, Sarah was referred back to you. Learning points You decided to make a fresh start with this employee and conc... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.416 | 0.868 | ["management", "decision_making", "education"] | 476 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928491 | [
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n advance and remained in control of the meeting. One issue that was not addressed is Sarah’s relationship with the other members of the team. Some training might help her to reflect on how she comes across to others and to moderate the way she reacts to stressful situations. Some employees exhibit behavioural traits –... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.421 | 0.842 | ["management", "communication", "networking"] | 425 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928529 | [
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– that can be very challenging for line managers. These employees often respond best to very clear boundaries being put in place to manage the problem. CHALLENGING CONVERSATIONS AND HOW TO MANAGE THEM 12 Remember your skills Many of the skills needed to manage difficult conversations and behaviour are often referred to... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.622 | 0.864 | ["management", "crisis"] | 504 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928559 | [
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appear to be trying to unsettle or undermine you. Most managers will be familiar with the theory that underpins good communication – for example, the importance of active listening and questioning techniques – but many of these skills can only really be learnt through experience. Testing yourself in roleplaying can be ... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.432 | 0.836 | ["communication", "management"] | 434 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928578 | [
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on this subject, go to www.acas.org.uk/training). To manage a difficult conversation you need to think carefully about: ● ●the way you communicate ● ●your ability to take control of a meeting and ● ●your levels of self-belief. Communicating Questioning skills The ability to use an appropriate type of question and get a... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.493 | 0.688 | ["communication", "crisis", "llm"] | 434 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928597 | [
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lopment of this skill requires time and practice. It is worth being familiar with the following types of question: CHALLENGING CONVERSATIONS AND HOW TO MANAGE THEM 13 Type of question Example Benefits Drawbacks Open question Why did you leave? To what extent would you say? How do you feel about? Open questions normally... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.581 | 0.86 | ["salary"] | 471 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928619 | [
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ttle or no restriction is placed on their answer. They enable people to ‘open up’ on any topic, opinions or feelings. The person may talk too much, drift away from the subject you have in mind and start to control the interview. To avoid this, try using a qualifier. For example, ‘Very briefly, tell me how you..’ or ‘In... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.356 | 0.706 | ["interview"] | 419 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928651 | [
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appen? How long did it take? Did you speak first? These questions can be effective in verifying specific information, re-focusing on the subject in hand or emphasising a vital point. They can be very unhelpful when dealing with feelings. For example, ‘Did that make you feel bad?’ may not illicit the depth of response y... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.374 | 0.718 | ["philosophy"] | 497 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928714 | [
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ling me that? Useful in seeking depth and detail. The employee may feel threatened. Attention must be given to anticipating and monitoring the effect on the person. Leading questions You’re not suggesting that …? You must admit that …? These questions should be avoided. You may run the risk of putting words in someone’... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.442 | 0.718 | ["leadership", "salary", "war_conflict"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928748 | [
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rawbacks Multiple questions Can you tell me what happened, how you felt and what you did about it? These questions should be avoided. The person is unsure what part of the question to answer first and confusion can arise. Deciding which questioning technique to use and when: ● ●at the start of the discussion it is usua... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.406 | 0.858 | ["philosophy"] | 468 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928849 | [
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verified using closed questions where necessary. What does active listening involve? When we listen to others we interpret the message they are giving to us through a combination of: ● ●words ● ●tone of voice ● ●facial expressions and body language. Skilled communicators use non- verbal behaviour to back up and enhanc... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.563 | 0.862 | ["communication", "networking"] | 511 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928886 | [
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rating that you think they have something worthwhile to say. Active listening involves picking up the more subtle signals being given to us, as well the words. Facial expressions can be the hardest to control and often betray our real emotions. On average we spend our working day communicating in the following ways: ● ... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.583 | 0.872 | ["communication"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.928997 | [
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stening DO: DON’T: ✓ Use supportive and encouraging gestures, such as nods of the head and smiles ✓ Make eye contact: look at the speaker directly without staring ✓ Take notes: jot down key words and use these for later questions ✓ Look interested by facing the speaker, altering your facial expression and staying r... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.411 | 0.732 | [] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929022 | [
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your own problems ✗ Make up your mind too quickly without hearing the whole story ✗ Become anxious about what you are hearing and over-react ✗ Be prejudicial and listen with a closed mind. Staying in control The key to managing difficult conversations is control. You need to control the meeting and how it progresses... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.452 | 0.864 | ["management", "decision_making", "crisis"] | 457 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929043 | [
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working and if you need to change your approach. For example, you may have started out being quite expansive and friendly, but realise that a firmer style is needed to bring the meeting to a conclusion and agree a way forward – see p18 for the steps to take. Although it can be tempting to enter a meeting wanting to be ... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.482 | 0.864 | ["career", "war_conflict"] | 449 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929064 | [
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ill work best if you adopt a professional manner. Set out from the beginning how the meeting will run, the issues you wish to discuss and how you hope to move forward. It can be difficult to control your emotions if the employee becomes confrontational or makes an accusation about you. They may seek to get behind your ... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.595 | 0.852 | ["crisis", "career", "war_conflict"] | 426 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929091 | [
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ll identify with their point of view or concerns. Remember to focus on the behaviour and not the person and to remain objective and non-judgemental at all times. CHALLENGING CONVERSATIONS AND HOW TO MANAGE THEM 16 Being in control is not about finding winners and losers. Be prepared to negotiate – particularly if the... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.611 | 0.846 | ["negotiation", "war_conflict"] | 425 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929113 | [
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compromise or is working to agree a way forward. How much do you believe in yourself? Can you honestly say: ● ●I have the skills needed to deal with the difficult conversation ● ●I will hold my nerve and focus on the issues even if I am provoked ● ●I will not worry at home about the encounter ● ●I believe I will be fai... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.587 | 0.664 | ["crisis", "negotiation", "war_conflict", "family"] | 511 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929133 | [
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me and for the business ● ●I have all the support I need if I begin to doubt myself or the course of action I am taking If the answer to any of these questions is ‘no’, it may help to get some training. See Acas training events on ‘Handling difficult conversations’ at www.acas.org.uk/training CHALLENGING CONVERSATIONS ... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.656 | 0.89 | ["crisis", "philosophy"] | 511 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929164 | [
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few weeks his performance has dipped and he has been unusually prickly and uncommunicative. You have tried to have a quiet word to find out if anything is the matter but have been stonewalled. You arrange to see Jim to address his recent unsatisfactory performance and negative attitude towards recent team projects. Wha... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.581 | 0.878 | ["philosophy", "communication", "management", "war_conflict"] | 506 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929187 | [
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lly good and you are concerned by the recent dip. You also mention his moody behaviour and open up the discussion by asking if there is ‘anything you would like to mention in way of explanation?’ What’s the outcome? Jim is pretty quiet at first but after more probing, he says that he has been diagnosed with depression ... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.437 | 0.886 | ["philosophy"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929205 | [
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s that although it is ‘not work-related’ he is finding it harder to get motivated. Also, the medication he has been given is making him feel tired. He is aware that he is being a little withdrawn and will do his best to be more professional. You ask him if he wants the team to know anything and he says that, at the mom... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.357 | 0.868 | ["management", "motivation", "career", "war_conflict"] | 435 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929229 | [
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ting and agree to meet again in a couple of days. You ask Jim to think of anything he or the team can do to help and you will look at ways of supporting him through his illness. Learning points You handled the meeting well, staying objective and in control and giving Jim the chance to open up. It was also a good idea t... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.548 | 0.898 | ["management", "education", "philosophy"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929286 | [
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ad both had time to think of ways of offering greater support. CHALLENGING CONVERSATIONS AND HOW TO MANAGE THEM 18 If Jim’s depression is classed as a disability – in other words, if it affects his ability to carry out his day-to-day activities – then you will have to consider making reasonable adjustments to help him ... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.428 | 0.858 | ["management", "career", "philosophy"] | 467 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929306 | [
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amount of interaction required with team members. Follow these steps The following steps give you a useful framework for dealing with challenging conversations. Although all conversations about performance, conduct or personal issues are potentially challenging, the steps below are geared towards the more formal meetin... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.47 | 0.864 | ["philosophy", "management", "war_conflict"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929332 | [
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basic structure but adopt a more conversational and relaxed approach. For example, it may be more appropriate when you start the meeting to put the employee at ease by asking lots of open questions rather than being overly procedural. This is a judgment call only you can make depending on the nature of the problem. Int... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.436 | 0.878 | ["decision_making", "philosophy"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929354 | [
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gree standards of behaviour required during the meeting ● ●Adopt a calm and professional manner ● ●Reassure them about confidentiality – both prior to and after the meeting. CHECK ● ●Don’t be afraid of referring to your pre-prepared script, it will help you stay in control ● ●Remember to focus on the issue and not the ... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.591 | 0.878 | ["career", "education"] | 511 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929400 | [
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your knowledge of the situation ● ●Give specific examples and refer to dates, documents, work or specific interactions ● ●Explain the impact the problem is having on the individual, the team and the organisation. CHECK ● ●If possible, you should have already spoken to the employee informally about the problem – surpris... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.414 | 0.876 | ["management", "education", "philosophy"] | 511 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929438 | [
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f the meeting is just aimed at giving them a reminder about behaviour or conduct then stick to that – be clear about what you are doing. Ask for an explanation ● ●Listen to what they have to say – they may need to let off steam ● ●Keep an open mind and don’t jump to conclusions ● ●A cknowledge their position and any mi... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.443 | 0.89 | ["management", "education"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929458 | [
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this feels appropriate ● ●Remember that you are in control. Use your questioning techniques to avoid diversions or too much repetition ● ●You may have to be firm and keep restating your position ● ●Stay clear of emotive language and don’t respond to manipulative behaviour. CHALLENGING CONVERSATIONS AND HOW TO MANAGE TH... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.466 | 0.86 | ["decision_making", "war_conflict"] | 467 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929478 | [
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e options ● ●MAKE A DECISION – you are in charge! ● ●Arrange a follow up meeting ● ●Monitor and feedback on progress and continue to provide support where agreed. CHECK Document any agreement and give a copy to the employee. This should set out: ● ●agreed outcomes with dates and standards required ● ●any support or tra... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.42 | 0.882 | ["negotiation", "management", "decision_making", "philosophy"] | 503 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929500 | [
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to the date of the last reprint – see date below. For more up-to-date information go to the Acas website www.acas.org.uk. Legal information is provided for guidance only and should not be regarded as an authoritative statement of the law, which can only be made by reference to the particular circumstances which apply. ... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.354 | 0.698 | ["philosophy", "career", "governance"] | 457 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929522 | [
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working life through better employment relations. We provide up-to-date information, independent advice, high quality training and we work with employers and employees to solve problems and improve performance. We are an independent, publicly-funded organisation and many of our services are free. July 2014 Acas’ office... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.537 | 0.856 | ["philosophy", "career"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929541 | [
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orth West Manchester • North West Liverpool • South East Fleet, Hampshire • South West Bristol • West Midlands Birmingham • Yorkshire and Humber Leeds • Scotland Glasgow • Wales Cardiff Helpline 0300 123 1100 0300 123 1100 Acas Helpline Text Relay To view a full list of Acas publications go to www.acas.org.uk/pu... | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.524 | 0.864 | ["management", "interview"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929564 | [
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aining 0300 123 1100 for questions on managing equality in the workplace www.acas.org.uk 07/14 Ref: AL15 | https://www.acas.org.uk/sites/default/files/2021-04/challenging-conversations-and-how-to-manage-them.pdf | Challenging conversations and how to manage them | acas.org.uk | public_domain | false | 0.541 | 0.582 | ["management", "social_justice"] | 104 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:37.929585 | [
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Top tips for managing difficult conversations around poor performance Coaching Communication success 3 Dec Written By Laura Linham Words by Hedda Bird Let’s be honest, most of us under-perform occasionally. We are only human; we cannot give of our best all day every day. Occasional under-performance is not really a pro... | https://roar.training/resources/top-tips-for-managing-difficult-conversations-around-poor-performance | Top tips for managing difficult conversations around poor performance — Roar! | roar.training | unknown | false | 0.536 | 0.858 | ["philosophy", "crisis", "communication", "management"] | 511 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.130645 | [
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tant. And the answer is ‘earlier than you think’. Even if someone is just having an ‘off day’, catch up with them quickly. The more you can prevent bigger performance issues developing, the less you will need to worry about performance and the easier your life will be. The first challenge is to be honest with yourself:... | https://roar.training/resources/top-tips-for-managing-difficult-conversations-around-poor-performance | Top tips for managing difficult conversations around poor performance — Roar! | roar.training | unknown | false | 0.475 | 0.878 | ["philosophy", "crisis"] | 501 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.130785 | [
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e you ignored the problem hoping it will go away? If you have ignored the problem, why? Are you scared of the person? Are you worried that saying something will make everything worse? Delaying for these reasons will usually make the situation worse. Planning your approach before having a conversation will almost certai... | https://roar.training/resources/top-tips-for-managing-difficult-conversations-around-poor-performance | Top tips for managing difficult conversations around poor performance — Roar! | roar.training | unknown | false | 0.373 | 0.874 | ["strategy", "philosophy"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.130844 | [
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such as: You do nothing and everything resolves itself anyway, or you do nothing and things get a lot worse, perhaps some of your best team members start leaving. You intervene and things improve, or your colleague gets upset, or maybe they realise that perhaps this role isn’t for them after all. There are many possibl... | https://roar.training/resources/top-tips-for-managing-difficult-conversations-around-poor-performance | Top tips for managing difficult conversations around poor performance — Roar! | roar.training | unknown | false | 0.42 | 0.864 | ["management"] | 468 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.130918 | [
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fear, and the outcome that seems the most likely. Remember, a managed exit from a role can be a positive outcome for everyone, not a failure. Choose the outcome you are going to aim for, given the context. It’s important to plan the conversation, as poor performance matters may become emotional, you may touch on your c... | https://roar.training/resources/top-tips-for-managing-difficult-conversations-around-poor-performance | Top tips for managing difficult conversations around poor performance — Roar! | roar.training | unknown | false | 0.612 | 0.868 | ["philosophy"] | 472 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.130989 | [
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you can be. The SCOPE model is a useful approach. S Situation – be clear about the issues, including honesty about how you may have contributed to the problem, whether intentional or not. Explore the situation from your colleague’s perspective thoroughly, including any personal challenges they are facing outside work. ... | https://roar.training/resources/top-tips-for-managing-difficult-conversations-around-poor-performance | Top tips for managing difficult conversations around poor performance — Roar! | roar.training | unknown | false | 0.382 | 0.864 | ["crisis", "communication"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.131060 | [
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e problems need to be addressed, what impact are they having. You need to prepare this section, so you can state the context clearly. O Options – what are your colleague’s options. Should they suggest potential changes, or do you need to lay out the choices they have, with the consequences? P Plan – You do not have to ... | https://roar.training/resources/top-tips-for-managing-difficult-conversations-around-poor-performance | Top tips for managing difficult conversations around poor performance — Roar! | roar.training | unknown | false | 0.429 | 0.866 | ["communication", "management", "decision_making"] | 453 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.131121 | [
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you need to agree what will change, when and how. If they won’t agree, you are moving out of poor performance and into disciplinary conversations. Get some HR support. E Evaluation – Plan follow your follow up, including any actions that you need to take to support them. The aim of this conversation is for you both to ... | https://roar.training/resources/top-tips-for-managing-difficult-conversations-around-poor-performance | Top tips for managing difficult conversations around poor performance — Roar! | roar.training | unknown | false | 0.437 | 0.87 | ["philosophy", "communication", "war_conflict"] | 488 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.131181 | [
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ome that will not address the performance issues. Above all, don’t worry too much about it. Think, plan, do. Move on. Fortunately, for most managers most of the time, the challenge is how to improve performance not how to deal with poor performance. Hedda Bird is the CEO of 3C Performance Management Specialists and aut... | https://roar.training/resources/top-tips-for-managing-difficult-conversations-around-poor-performance | Top tips for managing difficult conversations around poor performance — Roar! | roar.training | unknown | false | 0.527 | 0.848 | ["philosophy", "management", "communication", "motivation", "crisis"] | 452 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.131232 | [
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Home › Insights & Impact › Leaning Into The Discomfort: Managing Difficult Conversations At Work Leaning into the discomfort: Managing difficult conversations at work Sharing critical feedback. Canceling a pet project. Discussing changes your employees may be dreading. Curbing conversations that may not belong in the o... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.615 | 0.822 | ["crisis", "management", "communication", "decision_making", "family"] | 428 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.321604 | [
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. Difficult conversations are inevitable at work. But can they be less uncomfortable and more productive for everyone involved? A place to start is to recognize their necessity. Research tells us that difficult conversations can be so challenging that many of us postpone or try to avoid them altogether. But avoidance o... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.635 | 0.858 | ["crisis", "philosophy"] | 495 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.321998 | [
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holding information, we fail in both categories . Yet if we move too far in the other direction and pursue brutal honesty, it can feel like a personal attack. Given so many pitfalls, what can we do? Normalizing difficult conversations and recognizing their importance for growth and improvement are key. These successes ... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.489 | 0.86 | ["communication", "crisis", "philosophy"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.322239 | [
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lleagues, and embracing open communication at work are associated with increased organizational productivity. What Works? We spoke with communication experts to learn what works for effectively managing difficult conversations. Professor Amanda McKendree is the Arthur F. and Mary J. O’Neil director of the Fanning Cente... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.615 | 0.826 | ["communication", "management", "crisis", "war_conflict"] | 463 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.322376 | [
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earch examines crisis and conflict communication. Professor Jennifer Cronin is an associate teaching professor of management and organization who teaches interpersonal and organizational communication and studies the benefits of narrative and data storytelling for better decision making. Professor Amanda McKendree Prof... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.584 | 0.834 | ["communication", "management", "decision_making", "crisis", "salary"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.322501 | [
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de of the context of political or other disagreements. Professor McKendree suggests we start by asking ourselves why we are labeling the conversation as difficult: "Our answer to this question ultimately determines the communication skills and strategies that we employ. Topics that prove most challenging to discuss are... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.587 | 0.828 | ["crisis", "negotiation", "communication"] | 451 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.322638 | [
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lude social, political, and environmental issues. In addition to controversial or highly politicized topics, research suggests that addressing another person’s workplace performance, broken promises, and obnoxious behaviors can be difficult, as well. In politically-fraught times, these two areas of difficulty can inter... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.458 | 0.82 | ["crisis", "communication", "philosophy"] | 432 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.322851 | [
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ons can differ depending on the specific context. Professor McKendree notes, "You may find that the topic is relatively easy, but particular qualities of your conversation partner contribute to your assessment of the difficult conversation. For example, most of us have experienced working with a difficult colleague. Th... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.436 | 0.848 | ["crisis"] | 498 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.323010 | [
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re and avoid reacting emotionally or defensively. We’re also challenged to practice active listening skills and being aware of our nonverbal cues. Depending on the past history and relationship with your difficult colleague, you may choose to ignore, engage directly or indirectly, or remove yourself from the encounter.... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.579 | 0.832 | ["crisis", "networking", "war_conflict"] | 429 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.323132 | [
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ad us to characterize conversations as difficult. "Identifying why we are labeling conversations as difficult also influences how we might approach improving our ability to handle them. For example, for difficult topics, you may first need to educate yourself on the history and various perspectives of those controversi... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.429 | 0.842 | ["crisis"] | 483 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.323271 | [
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when interacting with your conversation partner. When conversing with a difficult colleague, you may need to hone specific skills in listening, maintaining a sense of calm, and asking questions that might uncover causes of the difficult behavior." Dr. McKendree concludes: Most importantly, improving our ability to hand... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.467 | 0.838 | ["crisis", "communication", "war_conflict"] | 490 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.323392 | [
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a willingness to engage in constructive conflict. At the individual level, this requires taking the time to fully assess the situation. Taking a step back to evaluate the various factors of the situation allows us to make informed decisions and purposeful moves. Practicing self- and other- awareness as we consider our ... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.489 | 0.868 | ["communication", "war_conflict", "decision_making", "philosophy"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.323513 | [
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communication style that takes us out of our comfort zone. Lastly, assessing the situation offers us insights that inform our communication strategy, whether we choose to engage directly or indirectly, for example. And reminds us that organizational strategies can help: "At the organizational level, we can improve our ... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.471 | 0.822 | ["communication", "strategy", "crisis", "philosophy"] | 413 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.323683 | [
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by first gaining buy-in that these skills matter. Relying on employee resource groups or other affinity groups allows business leaders to accept feedback and acknowledge areas for improvement. Business leaders may also be able to identify “champions” for initiatives focused on workplace communication skills development... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.432 | 0.846 | ["leadership", "communication", "education"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.323830 | [
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ories of organizational exemplars who successfully managed complexities with tools accessible to all of your employees. Acknowledging alignment with the values of your organization can be a strong compass for these interactions. Professor Cronin: "Narrative storytelling provides a vehicle to understand and make sense o... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.568 | 0.852 | ["ethics"] | 495 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.323949 | [
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ture and the impact a business problem is having. It’s learning more about the context and the people that are affected that help us to make better decisions and achieve the outcome we desire." It is important to keep in mind shared goals and constantly verbalize those during hard conversations. Finding some alignment ... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.485 | 0.864 | ["decision_making", "networking", "education"] | 483 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.324088 | [
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and what doesn’t - in our personal relationships. These experiences can help us with our colleagues as well. Dr. Cronin notes, " I have three very young children and I am constantly reminded about active listening and conflict resolution skills by their preschool and elementary teachers. I’m not sure why we don’t teach... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.582 | 0.866 | ["networking", "war_conflict", "family", "education"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.324240 | [
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rty, restating what you are hearing, demonstrating empathy, using “we” language, and asking clarifying questions are invaluable when trying to avoid a volatile situation. It sounds simple when we hear it, but it’s the act of doing it, and experiencing communication breakdown, that is hard, but helps us become proficien... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.493 | 0.834 | ["communication"] | 445 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.324366 | [
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ce of considering the specifics of the situation. "Successfully managing a difficult conversation involves really knowing the individual you need to have the conversation with and tailoring it to that individual’s needs. We do this all the time in our personal relationships - you know what will set your romantic partne... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.453 | 0.856 | ["communication", "management", "crisis", "networking", "family"] | 486 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.324485 | [
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prefer directness and others need more massaging. Understanding that person’s pain points can help you know what to say (or avoid) and how to say it." How can leaders prepare for difficult conversations? Scholars and business best practices acknowledge that preparation for difficult conversations must happen ahead of t... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.515 | 0.848 | ["crisis", "leadership", "education"] | 482 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.324612 | [
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siness leaders do now to prepare for tough times? "First, business leaders can begin by acknowledging the difficult moment and creating shared expectations around ways to align communication goals with business objectives. Second, identifying assumptions that might be underlying certain conditions that are contributing... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.616 | 0.826 | ["leadership", "crisis", "communication", "management"] | 445 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.324774 | [
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riences with uncertainty, change, and challenges. Lastly, exploring the knowledge and skills your team currently has for engaging in these conversations. This may be an opportunity to connect your team with resources that better prepare them for navigating difficult conversations." Why is managing difficult conversatio... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.627 | 0.842 | ["leadership", "management", "crisis", "ethics", "war_conflict"] | 498 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.324954 | [
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he workplace is an ethical leadership imperative. Research suggests that more than 80% of workers are holding back from at least one challenging conversation at work. Most choose to avoid the conversation because they lack the confidence to speak up, with one in five admitting they’re not at all confident that they’ll ... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.52 | 0.862 | ["leadership", "communication", "ethics"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.325098 | [
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ion skills of their employees but also increase their confidence in navigating difficult conversations. When viewed as an ethical responsibility, business leaders are influencing their employees’ ability to engage in public discourse in more equitable ways. Continuing to lead organizations that avoid these conversation... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.465 | 0.842 | ["leadership", "ethics", "crisis"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.325217 | [
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portunity to reflect, discern, and learn." The benefits of proactively managing difficult conversations are clear. The more we prepare for and normalize difficult conversations at work, the easier and more productive they become. Key Takeaways: Starting by acknowledging the difficult moment and an appreciation for the ... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.496 | 0.844 | ["crisis", "management", "salary", "war_conflict"] | 472 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.325347 | [
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eelings and experiences. Active listening is key. Giving our full attention to the speaker, not thinking ahead to our response, and being mindful of our nonverbal cues help us be more self- and other-aware. Offering communications training across the organization can help set expectations, and model and encourage speak... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.467 | 0.842 | ["communication", "management", "war_conflict"] | 465 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.325487 | [
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honestly and to adapt and make positive changes. Encouraging our employees to speak up when they have concerns can avoid major difficulties down the line and allows for organizational innovation and growth. Leading means facing these conversations. Without them, we contribute to a culture where we are encouraging other... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.424 | 0.83 | ["leadership", "crisis", "innovation"] | 443 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.325655 | [
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ple’s opportunity to reflect, discern, and learn. Managing difficult conversations more effectively allows you, your employees, and your organization to flourish. Further Reading: Use this Receptiveness Recipe to Improve Your Next Disagreement (NDDCEL) Be Honest or Be Kind: Do You Really Have to Choose ? (NDDCEL) Turn ... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.477 | 0.842 | ["crisis", "negotiation", "management", "war_conflict"] | 494 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.325768 | [
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y) Dr McKendree recommends work by Dr. Lisbeth A. Lipari as part of a series on Civil Discourse , noting,“Her work on listening has transformed the ways people think about the connection between language and ethics.” Lipari, L. (2009). Listening Otherwise: The Voice of Ethics. International Journal of Listening, 23(1),... | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.557 | 0.702 | ["ethics", "leadership", "networking", "philosophy", "rhetoric"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.325817 | [
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ight The Better Arguments Project The Civic Health Project The Dialogue Project | https://ethicalleadership.nd.edu/thought-leadership/leaning-into-the-discomfort:-managing-difficult-conversations-at-work | Leaning into the discomfort: Managing difficult conversations at work | NDDCEL | ethicalleadership.nd.edu | unknown | false | 0.545 | 0.724 | ["rhetoric"] | 79 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.325863 | [
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RSVP NOW: Small Business Day 2026 — May 7, Online + In-Person Skip to main content Skip to footer CO– by US Chamber of Commerce Start Everything that you need to know to start your own business. From business ideas to researching the competition. Start Run Practical and real-world advice on how to run your business — f... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.395 | 0.88 | ["management", "economy"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.543442 | [
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eping existing customers happy and having the capital to do it. Grow Good Company Entrepreneurs and industry leaders share their best advice on how to take your company to the next level. Good Company Product Guides Let us help your business find the best tools and solutions to thrive and grow. Product Guides Sign In S... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.408 | 0.852 | ["leadership", "economy"] | 445 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.543685 | [
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om business ideas to researching the competition. Business Ideas Strategy Startup Run Practical and real-world advice on how to run your business — from managing employees to keeping the books Finance Human Resources Technology Business Financing Grow Our best expert advice on how to grow your business — from attractin... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.561 | 0.858 | ["leadership", "strategy", "management", "economy"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.543861 | [
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rs and industry leaders share their best advice on how to take your company to the next level. Growth Studio Ask the Board The Leap Launch Pad Product Guides Let us help your business find the best tools and solutions to thrive and grow. Attend an Event About Us CO— BrandStudio Looking for your local chamber? Chamber ... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.6 | 0.872 | ["philosophy", "leadership", "communication", "economy"] | 508 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.544039 | [
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ployee’s poor performance can feel uncomfortable. Here are some tips for discussing poor performance with employees. By: Kirsten Capunay , Contributor Share Save Addressing poor performance is one of the tougher parts of leadership , but it’s also one of the most important. By approaching these conversations with clari... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.636 | 0.852 | ["philosophy", "leadership", "communication"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.544195 | [
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orkplace and encouraging positive, lasting change. Don’t put it off Delaying a discussion about poor performance can lead to misunderstandings and disengagement. If the employee believes their efforts are acceptable, they’ll likely be shocked or caught off guard when you finally confront them. “It is crucial to provide... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.468 | 0.854 | ["philosophy"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.544346 | [
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aurie Cure, Ph.D., CEO and Founder of Innovative Connections. [Read more: 6 Ways to Balance Managing Employees While Giving Them Freedom ] Document it in writing Prepare for your discussion by writing down everything you’d like to say to the employee. You should also make arrangements to document or record the conversa... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.459 | 0.848 | ["management", "networking", "social_justice"] | 444 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.544524 | [
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o expect and can later reflect on the discussion. Documenting the problem not only ensures consistency and supports future performance-related actions but also creates historical evidence in case the employee takes legal action. Performance improvement plan (PIP) basics After talking to an employee about their poor per... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.607 | 0.846 | ["philosophy", "management", "war_conflict"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.544798 | [
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ployer expects from the employee going forward, as well as specific goals, benchmarks, and proposed solutions or resources to assist the employee. When done well, a PIP supports an employee’s growth and helps them realign with role expectations. As Cure explains, “The goal is improvement, not punishment or termination.... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.442 | 0.846 | ["war_conflict", "philosophy"] | 494 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.544954 | [
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scribe what success looks like in concrete terms. Each goal should be achievable and have a clear timeline. Actionable steps: “An effective performance PIP needs to be simple, measurable, and achievable,” said Eric Brown, CEO and Founder of Imperio Consulting . “Breaking down objectives into smaller, achievable tasks e... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.441 | 0.844 | ["motivation", "philosophy"] | 499 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.545121 | [
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g, training, mentoring , or workload adjustments. Regular check-ins: Schedule follow-up meetings to monitor progress, offer feedback, and adjust expectations as needed. Provide specific examples of poor performance Rather than keeping the discussion broad, cite specific instances of your employee’s poor performance to ... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.482 | 0.844 | ["philosophy", "communication"] | 497 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.545242 | [
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ur bases as the employer, preventing retaliation. When possible, connect these specific examples to goal areas, whether at the individual or company level. “We’ve built a performance system where every team member has clear individual metrics that tie directly to departmental KPIs and company OKRs,” explained Brandon D... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.607 | 0.85 | ["management", "philosophy", "decision_making"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.545713 | [
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without emotion or personal judgment.” When someone is underperforming, we lead with curiosity; we ask what’s getting in the way and how we can help. Brandon Dawson, Co-founder, CEO, and Managing Partner of Cardone Ventures Don’t accuse or attack While standing your ground is important, don’t frame the discussion as an... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.424 | 0.862 | ["management", "decision_making", "philosophy"] | 502 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.545784 | [
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loyee the time to respond and explain their side. “People thrive when they feel capable, trusted, and supported,” said Jeffrey Ditzell, DO, a private practice psychiatrist at Dr. Ditzell Psychiatry ."If someone’s struggling, they might be missing one or all of those things." Rather than leading with a serious “we need ... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.414 | 0.844 | ["leadership"] | 444 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.546177 | [
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noticed a few things have been a bit off lately. Can we check in? I’d like to understand what’s been going on and how I can support you.” “If they’re open, listen,” Ditzell added. “People often reveal more than you [would] expect when they feel safe. Be real, be kind, and let them know you believe in them.” Even with t... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.419 | 0.866 | [] | 472 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.546233 | [
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nderstanding. In these moments, pause and listen. Acknowledge their feelings, then “reset the baseline” by reestablishing trust and reframing the conversation around collaborative problem-solving . [Read more: How to Handle Employee Mistakes and Build a Better Team ] Use the correct language When speaking with an emplo... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.636 | 0.852 | ["communication", "management", "economy", "education", "philosophy"] | 481 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.546309 | [
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port and not to accuse your employee of anything. Additionally, don’t put the blame on yourself to cushion the blow. Rather, stay open-minded and allow room for your employee to express their own concerns and needs. “When someone is underperforming, we lead with curiosity; we ask what’s getting in the way and how we ca... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.62 | 0.876 | ["philosophy"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.546368 | [
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n discussing poor performance with an employee: “How can we help you succeed?” “Do you have any feedback for us?” “Is there anything we are doing that is making it difficult for you at work?” “We feel there’s been a shift in your performance; how can we best support you?” “Do you feel you are set up for success at work... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.514 | 0.884 | ["philosophy", "crisis"] | 511 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.546797 | [
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r performance with an employee: “This is probably just as much our fault as yours.” “We feel you are too [emotional, rigid, anxious, etc.]” “You always [do this.]” “You never [do that.]” “What are you going to do to improve your performance?” “Is your [disability/condition] causing you to underperform?” Provide solutio... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.624 | 0.862 | ["philosophy"] | 512 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.546885 | [
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at your company, approach these conversations with a solution-based mindset. Come to the conversation with proposed solutions that are mutually beneficial, but also ask the employee what they believe will help them improve. Be willing to listen and meet them halfway. For instance, they may need more guidance or time on... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.425 | 0.838 | [] | 432 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.546936 | [
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t forth the extra effort to provide that support. Clark Lowe, CEO of O'Connor Company , suggests asking employees to share their ideas for solutions: “It can be a useful tool in reversing the polarity of the conversation. This allows the employee to self-reflect and find solutions that they are naturally bought into.” ... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.633 | 0.866 | ["philosophy"] | 503 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.546985 | [
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versation shouldn't end once the meeting is over. Ongoing check-ins provide accountability, reinforce expectations, and offer continued support as the employee works toward improvement. Set clear benchmarks and timelines to track progress, documenting each meeting to ensure alignment and accountability. Offer praise wh... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.568 | 0.826 | ["war_conflict"] | 477 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.547090 | [
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st importantly, stay consistent and approachable. Follow-up conversations are opportunities to coach, support, and recognize effort. This helps maintain morale and reinforces your commitment to the employee’s success. When to involve HR or legal If performance doesn’t improve despite clear expectations, documented plan... | https://www.uschamber.com/co/run/human-resources/talking-to-employees-about-poor-performance | How to Talk to an Employee About Poor Performance | uschamber.com | unknown | false | 0.439 | 0.846 | ["management", "ethics", "career", "philosophy"] | 511 | Performance Management Difficult Conversations | topic | 2026-04-10T15:27:38.547169 | [
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