The Hard Conversation

How to complete The Hard Conversation

As a manager, this is sitting down with someone whose performance is slipping and naming the problem directly instead of avoiding it or papering over it. The aim is to give them a fair, specific shot at improving, not to vent or ambush.

1. Collect specific examples of the gap (missed deadlines, quality issues), dated and factual
2. Choose a private setting and a calm moment, never in front of the team or right after a flare-up
3. State the issue plainly in the first minute, then stop and let them respond
4. Listen for context you may have missed, but don't let it dissolve the core message
5. Agree on concrete expectations, support you'll provide, and a date to check progress

Tips

• Separate the behavior from the person; critique the work, not their character
• Don't soften so much that they leave unaware anything was wrong
• Write down what you both agreed so the follow-up has a baseline

What counts as done

You held the conversation, named the issue directly, and left with a clear, mutually understood improvement plan.