Example Conversations

There is a right and a wrong way to handle performance conversations. These example conversations illustrate this point.

Below are three examples of performance conversations. The last example illustrates how a performance conversation can lead to problem solving and motivation. The first two examples illustrate how not to have a performance conversation.

Example 1

Joe brings Alan into his office and says, "Alan, you have been late a lot. This has got to stop as customers are complaining and so are your coworkers." Alan bounces his leg and does not look Joe in the eye. "I want to see you in on time every day. I will be keeping a record of any late arrivals and their will be consequences if this continues. Okay, back to work."

After Joe finishes his speech, Alan responds with "Okay" and walks out. He then complains to his co-workers that Joe is a jerk and doesn't care that his wife left him and he has to drop his kids off at school now.

Example 2

Joe brings Alan into his office and says, "Hi Alan, I need to talk to you about something. Can you tell me why you are always late?"

Alan responds abruptly "I am not always late! Sometimes I am five minutes late but that isn't often!"

Joe starts to feel his blood pressure rising, "It is enough to have customers and co-worker complaints! This is a big problem!"

The performance conversation continues and the air fills with frustration and tension because they both become defensive. It turns into a battle of who is right and who is wrong. Joe never learns the reason for Alan's tardiness. Alan walks away bitter and resentful and has no interest in working productively.

Example 3

Joe brings Alan into his office and says, "Hi Alan, thanks for coming in. I am very pleased with your customer service ethic and your attention to detail. Your display on the new line of snack foods is terrific! However, I would like to discuss a performance problem that has been brought to my attention. I am interested in hearing your point of view on this so that we can come to a solution. Are you willing to have a problem solving conversation?"

Alan has an intrigued look on his face but is hesitant, "Okay, I guess so..."

Joe smiles and says, "Great! The problem is that you have been late on 5 separate occasions over the last few weeks." He then lists the dates and the times of arrival. "Is this correct?"

Alan responds with a worried look, "Yeah, that's correct"

Joe then leans forward and says, "Okay...is there something interfering with your ability to get in to work on time?"

Alan hesitates and says, "Yeah, my wife left me and now I have to take the kids to school each morning. Their school is 15 minutes out of my way and they can't seem to get ready earlier."

Joe responds with, "Wow Alan, I am sorry to hear that. It must be a big adjustment. Do you have any ideas that might solve this problem? We have had two customers complain last week that they had to wait past the store opening time." Joe has the complaint cards to show Alan.

Alan looks surprised, "Really, they complained? That's not good. Oh man..." Joe suggests, "Is there any way you could prepare the kids more the night before?" Alan looks up, "Yeah, I could make their lunches ahead and we could figure out what they'll wear." Joe looks encouraged, "Great! I am sure that would help. Are there any other things you can do to help the situation?" Alan, now in problem solving mode says "Well, I could try a different route to school or see if I can find another parent to drive them to school. I can pick them up from school as I am off at 2 pm." Joe smiles, "That is a great solution!"

They then proceed to document the solution to the problem and Joe also lets Alan know about the extended health counseling services that are available if he needs to work though the separation. He also suggests that he takes a day off soon to give himself time to re-group. He reminds Alan that he is a valued employee and that he wants to support his professional development. He lets Alan know that there needs to be an improvement over the next two weeks and that he will have to start a formal progressive discipline process if the late arrivals continue. He refers Alan to the human resources manual where the progressive discipline process is explained.

If you liked this blog, try the article Performance Conversations

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