You keep postponing a performance conversation
Example situation
A team member sent Monday's customer updates Tuesday; the account team requested the status before calling customers. You have revised your message several times without speaking to the team member.
Our recommendation
Prepare the observation, affected work, and question you need answered. Discuss them privately and hear the person’s account before choosing a response. Agree on the next action and your required support or decision.
If you are the manager
Arrange the conversation while you can still confirm the details.
Describe the behavior and its effect: “The updates agreed for Monday went out Tuesday. The account team asked me for the status before they could call the customers. Tell me how you prepared them.”
If you delayed an approval, acknowledge your part and decide how approvals will work next time. If the team member needs a skill, arrange coaching on that part of the update. Explain the required change using an example they can inspect.
Rehearse the start with a trusted colleague, sharing only appropriate information. Practice asking the question and waiting for the answer.
At the next relevant update, follow through on your support and check the result. When the person sends the needed information in time, tell them which part enabled the account team to act.
Questions that come up
What if they get emotional or defensive?
Give them time to respond and ask which part of the concern they see differently. If either of you needs a pause, agree when to resume. Keep the unresolved expectation and question clear.
Should I send the feedback in writing first?
A short topic summary helps the person prepare. Choose a conversation when you need their account or expect ambiguity. Record the agreement afterward, including facts you still need to check.
The responsibility behind this situation
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