Communicating Performance Expectations

Performance conversations are more than evaluations—they're opportunities to inspire reflection, growth, and clarity. I've been reflecting on how we can approach these moments with greater purpose.   Too often, we dive into discussions focused solely on outcomes or metrics. But what if we paused to look deeper? What if we encouraged employees—and ourselves—to approach these moments from different vantage points: stepping back to observe like a fly on the wall, zooming out to the balcony for perspective, and then engaging with purpose on the dance floor?   This layered approach challenges us to ask meaningful questions: "What patterns am I noticing? How do my efforts align with broader goals? What could I do better?" It’s a mindset shift that transforms performance conversations into opportunities for growth, even when outcomes aren’t ideal. Here are a few practical ways to bring this perspective to life: 1. Start with Observation (Fly on the Wall): Before diving into feedback, encourage employees to reflect on their contributions objectively. Ask questions like " What moments felt like your strongest? What would you approach differently? help set a tone of self-awareness." 2. Zoom Out to the Bigger Picture (Balcony): Help employees see how their work connects to broader team and organizational goals. This shift in perspective ensures the conversation isn’t just about isolated outcomes but about long-term impact and alignment. 3. Engage with Purpose (Dance Floor): End every conversation with actionable steps and encouragement. Even when feedback is tough, leave employees with clarity and optimism. A simple affirmation like "I believe in your ability to grow from this", can turn a challenging moment into a catalyst for improvement. Performance conversations are a dance between reflection and action, but they’re also about perspective—knowing when to step back, when to zoom out, and when to engage fully. When we guide our teams to critique their own contributions—not to judge, but to grow—we unlock their potential and leave them inspired to improve. Would love to hear your perspective.

You might not want performance conversations to be personal, but trust me, they are very personal to your employees. Their livelihood is at stake. Their capability is in question. The consequences are incredibly high. My job is to stay calm and bring structure to it. Otherwise, it can become a tangled mess. Ideally, I’ve set clear expectations upfront. And they’ve been getting feedback from me at a regular clip. But sometimes, we must step back and ask, “Where are we?” Here's how I structure those conversations: 📌 My first question: "Do they see it?" Do they appreciate what’s needed to meet or beat expectations? Do they understand how and why they’re coming up short? If "No," you need to get them there. How? Asking them to self-assess can give me useful intel. You can also finesse this by getting others to provide feedback. Different words can often break through. If they do see it... 📌 "Do they want to fix it?" If the answer is "No," the path becomes painfully obvious. You can’t have people in the role that don’t want to meet it. And people willingly leaving their role is easiest. How? Finesse it by previewing the severance or exit package. Identify roles they might thrive in. Chances are they're frustrated, too. Or if they’re a great fit in the wrong role, you can discuss a trial elsewhere in the org. Finally, if they see it and want to fix it... 📌 “Do they know how?” If not, this is a great place to coach. Use questions to guide them in the direction you need. If they write the map, they tend to follow it. If they know how and are not improving, there are two possibilities: -> They’re not making the change. -> They’re making it, and it’s not helping. In either case, the fair choice for your team and for them is likely an exit. These conversations are always challenging. But they're nearly impossible when we don't have a plan. You can have conversations, or you can lead them. In moments of high emotion, clear is kind. If you found this post helpful: - Please repost ♻️ to help other leaders - Follow Dave Kline 🔔 for more posts like it - Subscribe to my MGMT Playbook 📕 (in bio) Join 30K leaders and get access to 75 practical playbooks + working templates for every challenging management moment.

Like a medical diagnosis, criticism in the workplace serves to pinpoint problems, inefficiencies, or shortcomings. It highlights areas that require attention, whether in individual performance, team dynamics, or organizational processes. However, criticism that stops at identification, without providing a roadmap for improvement, is incomplete. It can lead to frustration, demotivation, and a sense of aimlessness, akin to a patient knowing their ailment but having no means to cure it. The transition from merely diagnosing to offering a treatment plan in the business context involves providing actionable feedback. This step requires skill, empathy, and a deep understanding of the individual or the situation at hand. Actionable feedback is specific, achievable, and relevant. It not only points out the area of concern but also offers practical steps, resources, or guidance on how to rectify the issue. This approach transforms criticism from a potentially negative interaction into a constructive and empowering one. Incorporating actionable plans into criticism yields multiple benefits. For employees, it provides a clear path to improvement and facilitates growth. For teams, it encourages a culture of continuous improvement, collaboration, and open communication. And for organizations, it leads to improved results and a competitive edge. Implementing this approach is not without its challenges. It requires a culture that values open communication and continuous learning. Leaders and managers must be trained to provide balanced feedback that is both honest and constructive. Additionally, there must be an understanding that the 'treatment plan' might require adjustments and flexibility, as every professional scenario is unique. The takeaways ... [1] When offering criticism, accompany it with a specific, measurable action plan. For instance, if an employee's performance is lacking in a certain area, don't just highlight the problem; provide clear, achievable goals and a timeline for improvement. Offer resources, if needed. [2] Constructive criticism should not be a one-way street. Encourage employees to engage in the feedback process actively. This can be achieved by asking them for their input on potential solutions or improvements. Such an approach not only empowers the employees but also builds a culture of mutual respect and collaborative problem-solving. [3] Criticism and action plans are not a 'set it and forget it' scenario. Regular follow-ups are crucial to ensure that the action plan is being implemented and to assess its effectiveness. [4] Recognizing and acknowledging progress is equally important, as it reinforces positive behavior and outcomes, leading to sustained improvement and development. ✅ Share this to your network ✅ Follow me on LinkedIn for expert insights ★ DM me for a conversation to learn how we can help you grow & succeed #business #people #leadership #management #growth #success #feedback #communication

🌟𝗙𝗿𝗼𝗺 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘁𝗼 𝗙𝗲𝗲𝗱 𝗙𝗼𝗿𝘄𝗮𝗿𝗱: 𝗘𝗹𝗲𝘃𝗮𝘁𝗲 𝗬𝗼𝘂𝗿 𝗔𝗻𝗻𝘂𝗮𝗹 𝗥𝗲𝘃𝗶𝗲𝘄𝘀 𝘄𝗶𝘁𝗵 𝗘𝗺𝗽𝗮𝘁𝗵𝘆 𝗮𝗻𝗱 𝗜𝗺𝗽𝗮𝗰𝘁🌟 Many of you reached out after my post on preparing for annual reviews. For employers, it can be equally daunting. How do you convey tough feedback without dampening morale? How do you handle missed targets yet inspire growth instead of discouragement? Annual reviews are a moment of truth for many employees. For leaders, they’re also an opportunity to build trust, spark ambition, and genuinely invest in the future of your team. Here are 3 strategies to turn the reviews into impactful conversations? 🌟𝟭. 𝗔𝗻𝗰𝗵𝗼𝗿 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗶𝗻 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲, 𝗡𝗼𝘁 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹𝗶𝘁𝘆 Start with a review on the employee’s KPIs and performance. Focus on specifics and data rather than personal judgments. If there’s a gap between their current performance and desired job role, explain it clearly and objectively. 🌟𝟮. 𝗥𝗲𝗽𝗹𝗮𝗰𝗲 “𝗬𝗮𝗵, 𝗕𝘂𝘁” 𝘄𝗶𝘁𝗵 𝗥𝗲𝗮𝗹 𝗔𝗽𝗽𝗿𝗲𝗰𝗶𝗮𝘁𝗶𝗼𝗻 Avoid the “Yah, but…” approach, where positive feedback feels like a warm-up to the negatives. Truly spend time acknowledging their contributions and specific strengths. Instead of pivoting to weaknesses, frame them as areas to hone. For example, an employee’s “tenacity” may sometimes appear as “stubbornness,” but both are valuable. Help them see how they can leverage their strengths for even greater impact. 🌟𝟯. 𝗦𝗵𝗶𝗳𝘁 𝘁𝗵𝗲 𝗙𝗼𝗰𝘂𝘀 𝗳𝗿𝗼𝗺 𝗡𝗼𝘄 𝘁𝗼 𝗡𝗲𝘅𝘁 If they’re not ready for a raise or promotion yet, be clear on why and emphasize a forward-looking perspective. Map out a career development roadmap together. Annual reviews shouldn’t be the only time career growth is discussed. Show them you’re invested in their future. Build targets that lead them closer to their goals. 🌟𝗕𝗼𝗻𝘂𝘀 𝗧𝗶𝗽: 𝗦𝗲𝗲𝗸 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗼𝗻 𝗬𝗼𝘂𝗿 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 A successful review is a two-way street. Ask your employees for feedback on your own leadership. Listening openly and reflecting on their input can enhance your approach and foster mutual respect. Acknowledge their points without defensiveness, and use them as an opportunity to grow together. P.S. Regular conversations on career development and feedback are better than waiting until the end of the year. “𝙇𝙚𝙖𝙙𝙞𝙣𝙜 𝙞𝙨𝙣’𝙩 𝙟𝙪𝙨𝙩 𝙖𝙗𝙤𝙪𝙩 𝙖𝙨𝙨𝙚𝙨𝙨𝙞𝙣𝙜 𝙥𝙚𝙧𝙛𝙤𝙧𝙢𝙖𝙣𝙘𝙚; 𝙞𝙩’𝙨 𝙖𝙗𝙤𝙪𝙩 𝙘𝙪𝙡𝙩𝙞𝙫𝙖𝙩𝙞𝙣𝙜 𝙥𝙤𝙩𝙚𝙣𝙩𝙞𝙖𝙡.” 𝘼𝙣𝙣𝙚 𝙋𝙝𝙚𝙮 How do you approach your reviews? #leadership #feedback #career #annualreview #speaker #trainer #coach 𝘏𝘪, 𝘐’𝘮 𝘈𝘯𝘯𝘦 𝘗𝘩𝘦𝘺. 𝘞𝘦 𝘱𝘳𝘰𝘷𝘪𝘥𝘦 𝘵𝘳𝘢𝘪𝘯𝘪𝘯𝘨 & 𝘤𝘰𝘢𝘤𝘩𝘪𝘯𝘨 𝘵𝘰 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯𝘴 𝘵𝘰 𝘦𝘮𝘱𝘰𝘸𝘦𝘳 𝘭𝘦𝘢𝘥𝘦𝘳𝘴 𝘢𝘯𝘥 𝘩𝘪𝘨𝘩 𝘱𝘦𝘳𝘧𝘰𝘳𝘮𝘢𝘯𝘤𝘦 𝘵𝘦𝘢𝘮𝘴. 𝘞𝘦 𝘢𝘭𝘴𝘰 𝘤𝘦𝘳𝘵𝘪𝘧𝘺 𝘤𝘰𝘢𝘤𝘩𝘦𝘴 𝘧𝘰𝘳 𝘐𝘊𝘍. 𝘓𝘦𝘵’𝘴 𝘤𝘰𝘯𝘯𝘦𝘤𝘵 𝘰𝘳 𝘩𝘪𝘵 𝘵𝘩𝘦 🔔 𝘧𝘰𝘳 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘵𝘪𝘱𝘴!

Last week I led a session on #PerformanceManagement for senior leaders. One of them reached out with the following important question about #PsychologicalSafety in the context of managing underperformance: "Psychological safety is an extremely difficult concept to pin down, especially in a setting where we have to strike a balance between supporting human beings under pressure, while at the same time being accountable for results. I would like to have more guidance on is how one manages the psychological safety element in a situation of underperformance - which often requires (at least partially) withdrawing that safety, to the discomfort of the staff member." Here is my advice to those of you wondering the same thing: In the context of managing underperformance, having psychological safety means feeling that you won't be punished or humiliated for making mistakes or for underperforming. That being said, having a conversation with a supervisor about your performance when you’re not meeting expectations is inherently stressful. It is psychologically difficult for people to focus on where they are coming up short; this undermines their sense of self as a competent person, particularly when they feel that they have been working diligently or when they have been negatively affected by situations beyond their control. While it may not be possible to make a staff member completely comfortable during feedback conversations about underperformance — and indeed, a total lack of discomfort with the status quo may not be optimal for motivating improvement — these conversations are much more likely to achieve their aim of helping the staff member perform at a higher level when the supervisor does the following:   ⋙ Provide Actionable Feedback ⋘ 👉 Give specific, timely, and constructive feedback on performance gaps, not just vague criticisms. 👉 Clearly outline expectations, metrics, and deadlines for improvement. Maintain an empathetic, development-focused tone even as you increase accountability. ⋙ Focus on Development, Not Just Evaluation ⋘ 👉 When addressing underperformance, emphasize how you can support the employee's growth and improvement. Make it clear the goal is to help the employee succeed. 👉 Collaboratively identify obstacles (e.g., by asking questions like, “What is most difficult about this for you?” and “What’s getting in the way?”) and craft a plan to overcome them through coaching, training, or other resources. 👉 Engage the staff member in articulating what help they feel they need and what path forward feels most motivating and productive. This helps to build employee ownership over their plan for improvement rather than thrusting it upon them.

Most managers talk about performance wrong––and their teams suffer for it. That's because they treat all performance convos the same. There are actually two types. They require very different strategies. 1/ Ongoing, regular feedback. ↳ small corrections and discussions that happen every 1-2 weeks ↳ dedicate a few minutes in your 1:1 for these conversations ↳ write down examples and use SBI, keep it free flowing 2/ Difficult conversations. ↳ bigger discussions with opposing views and higher stakes ↳ plan an ad-hoc or regular 1:1 meeting around this conversation ↳ write down your talk track and reach out to your HRBP if you need help Let's use an example: ↳ Telling my teammate Phil that he talked over someone in a meeting would require a short and sweet feedback conversation. ↳ But telling Phil that he's steamrolling over teammates and hurting the team's ability to collaborate might require a difficult conversation. When you fail to differentiate the two, you either: ↳ enter a difficult conversation with zero preparation and BOMB it ↳ fail to give frequent enough feedback, so EVERY convo becomes difficult Pro Tip: If you know what conversation you're planning for, you can maximize your odds for success and minimize "fires". Want some more reading? Check out "Radical Candor" for everyday feedback, and "Crucial Conversations" for navigating difficult conversations! --- Did you like this? Share it with your LinkedIn audience and managers! We're always looking to spread great knowledge and information. ♻️ And follow me (Yen Tan) for more manager development and L&D tips! #management #leadership #hr #peopleops #learninganddevelopment

🌟 Is PIP a Myth? Let’s Dive In! 🔍 - - Keka HR I recently had the privilege of participating in a deeply insightful discussion about Performance Improvement Plans (PIPs) and their role in employee development. This conversation challenged traditional approaches to PIPs and provided actionable strategies to ensure they are used as effective tools for genuine growth rather than just another corporate formality. 💼 The discussion featured valuable perspectives from industry leaders: Key takeaways from the session: 🗣️ Capt.Partha Samai (VP & Head HR, Jio) emphasized the importance of setting clear, measurable goals that align with both company objectives 📈 and the employee’s personal growth 🌱. He stressed the need to foster a supportive environment 🌟, offer actionable feedback 💬, and maintain consistent progress monitoring ⏱️ to ensure that course corrections are timely and effective. 🤝 Ganesh Iyer (Sr. Director HR, ADP) highlighted the critical role of empathy 💖 in the PIP process. He encouraged HR leaders to focus on unbiased practices ⚖️, ensure fairness ✨, and adopt a KPI-driven approach 📊. He also stressed the importance of validating evidence 📑 to back up decisions, ensuring transparency 🔍 and trust 🤝 in the process. 📊 ☑️ Barun Mallick (Marketing Head, Keka HR) underscored the significance of a structured action plan 📝 that includes continuous feedback loops 🔄. He emphasized that a PIP should never be a one-time check-in ⏲️ but a dynamic and supportive process 🔧 to help employees make real, measurable improvements 🏅. Key Insights: ✅ A PIP is only effective when it’s transparent, fair, and goal-oriented 🎯. It's not about penalizing employees 🚫; it’s about guiding them toward success 🏆. ❤️ Empathy and unbiased HR practices 💬 can help create a supportive environment where employees feel motivated 💪 to improve rather than demoralized by the process. 🔄 Continuous feedback 🔁 and a clear action plan 🛠️ are essential. A PIP should be seen as an ongoing journey 🛤️, not a final destination 🛑. 🎯 A well-executed PIP aligns employee development with organizational goals 🏢, ensuring both personal and company growth 📈. Without this alignment, PIPs risk becoming just another bureaucratic exercise 🗂️ that fails to drive real change. This session reaffirmed that fairness, transparency, and measurable outcomes 📊 are critical to transforming PIPs into an effective tool for performance improvement. PIPs don’t have to be a myth—when done right, they can serve as an essential part of an organization’s talent management strategy 🧠. #HR #PerformanceImprovement #EmployeeDevelopment #PIP #Leadership #FeedbackCulture #WorkplaceExcellence #TalentManagement #FairnessInHR

When an Employee Isn’t Meeting Expectations: A Conversation, Not a Confrontation Let’s be real—managing someone who isn’t meeting expectations can feel awkward. No one enjoys those conversations, and for the person on the receiving end, it can be nerve-wracking. But before jumping straight to feedback, pause for a moment. What might be going on for them? Have expectations shifted? Are they aware they’re not quite hitting the mark? Before we assume, we need to listen—really listen. Understanding their perspective is the first step towards a productive conversation. Performance isn’t just about ticking boxes; it’s about alignment, clarity, and support. If someone on your team isn’t quite where they need to be, chances are they know it too. So, instead of approaching it with a ‘fix them’ mindset, start with: “Let’s have an open dialogue. My goal is to understand where you’re at, share clear feedback, and work together on a plan that sets you up for success.” This isn’t about pointing fingers—it’s about trust. When people feel heard, they’re far more open to change. Here’s how to make that happen: 1. Set the Stage for Success Before jumping in, get clear on what success actually looks like. Have expectations been clearly communicated? Have they changed over time? No one can improve if they don’t know what ‘good’ looks like. 2. Get Specific Vague feedback like “you need to step up” won’t help. Instead, bring clear examples: ✔️ “In the last three projects, deadlines were missed, which affected the team’s workflow.” ❌ Not: “You’re not proactive enough.” Being specific makes the conversation about actions, not character. 3. Make It a Two-Way Street Instead of assuming the worst, ask questions with genuine curiosity. Maybe they’re struggling with workload, lack of clarity, or something personal. Try: 🔍 “How do you feel about your recent performance? What’s getting in your way?” You might uncover something that completely shifts your approach. 4. Build a Plan—Together This is where collaboration truly kicks in. Work with them to set clear, achievable next steps. Instead of saying, “You need to improve,” try: ✅ “Let’s focus on meeting deadlines for the next two projects. I’ll check in with you halfway through—how does that sound?” When improvement feels like a shared effort rather than a demand, accountability follows naturally. 5. Support, Don’t Just Supervise Most people want to do well. If they’re falling short, be a leader, not just a manager. Offer mentorship, training, or resources if needed. Recognise small improvements—it builds confidence and momentum. No one wants to feel like they’re failing. When someone isn’t meeting expectations, it’s an opportunity to connect, reset, and grow together. Addressing issues with empathy, clarity, and collaboration makes all the difference. Have you ever had to manage a tough performance conversation? What worked (or didn’t work) for you? Let’s talk.

The #1 mistake managers make when putting someone on a PIP After 15 years in corporate HR, I’ve seen one pattern repeat over and over again. Managers use a PIP as a shortcut to firing. That’s the mistake. A Performance Improvement Plan should be about coaching. Instead, too many are written as a countdown clock to termination. Did you know: Only 6% of employees on a PIP improve enough to keep their job, says Harvard Business Review. If managers want PIPs to actually improve performance, they need to remember CARE: C – Clarity Spell out specific, measurable goals. No vague “show more initiative.” A – Alignment Check if the employee has the resources and skills to succeed. Sometimes the problem is leadership or workload, not the individual. R – Regular Check-ins Weekly or biweekly touchpoints are non-negotiable. A PIP without feedback along the way is just a setup. E – Empathy Ask what support they need. Recognize the stress they’re under. Humanize the process. When done right, I’ve seen PIPs turn struggling employees into top contributors. That is why I introduced a Step Up Plan, a system where hiring managers and department heads were responsible for coaching, feedback, and support. The result was an 82% success rate in turning performance around. But those cases are rare because too many leaders misuse the process. In your experience, are PIPs really about improvement… or just paperwork before an exit?

I’ve mentored over 500+ engineers in the last 20 years of my career.  Today, I manage engineers at Google. I have been on both sides of the table. As an individual contributor trying to grow. And as a manager responsible for other people’s careers. If there is one piece of advice I will give you without hesitation, it is this: Always be more prepared for your 1:1 with your manager than your manager is. Your manager has meetings all day. – Budgets to manage. – Stakeholders to update. – Fires to put out. – Decisions to defend. Your career, however, has exactly one CEO. It is you. Being prepared for your 1:1 does not mean doing your manager’s job. It means you walk into that room with clarity instead of hope. Here is a simple framework to run every 1:1 like a serious professional. Use D.R.I.V.E.R. ✅ D – Direction Start with where you are headed. Role growth. Scope expansion. Skill focus. Promotions do not happen by accident. ✅ R – Results Share what you actually shipped, solved, or improved since the last meeting. Not effort. Outcomes. ✅ I – Impact Explain why your work mattered. Revenue saved. Risk reduced. Speed improved. Teams enabled. ✅ V – Visibility Call out work that deserves awareness across stakeholders. If you do not surface it, it stays invisible. ✅ E – Expectations Ask what “great performance” looks like for your role right now. Not generic praise. Clear signals. ✅ R – Requests Ask for feedback, exposure, mentorship, reviews, or resources directly. Growth responds to precision. This is what happens when engineers run 1:1s using DRIVER. They stop being managed. They start being developed. They stop waiting for growth. They start engineering it. Your manager owns the team. You own your career. And ownership always shows up prepared.