Public guide · Updated 5 October 2026
Start with a specific gap between an agreed standard and observed work. A constructive conversation establishes the cause, the support required and how progress will be reviewed.
Separate evidence from labels
Use examples such as missed update commitments or incomplete pipeline records. Explain the expected standard and ask the colleague what happened. Avoid vague judgements about attitude or comparing unlike desks, territories and starting pipelines.
Agree practical support
Establish whether the problem involves skill, unclear expectations, workload, missing tools or other circumstances. Offer relevant coaching and a realistic action plan. Set a review date and keep a clear record of what both sides have agreed.
Review consistently
Check the agreed work, recognise improvement and discuss obstacles. Keep coaching distinct from any formal process and follow your organisation’s policies. Seek qualified HR advice when a formal employment decision is being considered; this guide is a manager conversation framework.
Run a 15-minute team exercise
- Choose one factual example without naming a real employee in group training.
- Practise an open question and listen before proposing a solution.
- Agree one observable action, support commitment and review date.
Finish by choosing one change to try this week. Name the owner and review date, and use anonymised examples rather than sharing customer or employee details.
What to review next week
Look for sustained improvement against the same agreed standard. Record support provided and outstanding blockers; do not judge the outcome from a single unusually busy or quiet week.
Manager guide and member resources
This public guide explains the method. Membership adds the monthly team meeting, manager notes and editable resources; the member delivery programme remains separate from these public SEO pages.
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