Confronting performance issues is an area of responsibility that makes many managers uncomfortable. A common theme in leadership development programs and in assessments, it frequently comes up as one of the top areas needing enhancement.

Having a strong foundation in place is a starting point for effective performance management. This includes well documented job descriptions, policy/procedures and expected outcomes of roles. It is equally important, however, to have sound soft skills and supporting coaching for anyone having to manage performance issues on a daily basis.

We have all witnessed the decline of a relationship because a situation was managed poorly. As Kerry Patterson, et al, state in their book, Crucial Confrontations: “Disagreements, poorly handled, lead to poor decisions, strained relationships, & eventually to disastrous results.”

Often our beliefs about conflict can lead to mismanagement of a situation. These include the belief that conflict is unhealthy; that anger is negative or destructive; that ignoring a negative situation will make it go away or improve on its own; or the belief that conflict within an organization is a sign of poor management. Such misconceptions can lead to poor management of a difficult situation.

According to Steven Covey: “We simply assume that the way we see things is the way they really are or the way they should be. And our attitudes and behaviours grow out of these assumptions.” We make a conversation more challenging when we make assumptions about the situation, the other person’s reasoning and the outcome.

Gaining clarity prior to engaging in a difficult conversation helps to shift any misperceptions, remove the feelings from the facts and examine the problem or issue.

To Clarify is the first step in the CALM (Clarify/Address/Listen/Manage) approach to dealing with performance management.

Clarify

• Clarify the event or behaviour. Gain clarity for yourself before engaging in a conversation about performance. Get specific about the desired performance vs. the actual performance (when did it take place, where?) Writing it out can help gain clarity on the situation.
• Clarify the severity of the problem. What is the impact on others — co-workers, customers, business and the overall culture of the workplace? What is the impact to the individual if they continue with the current behaviour? What does the desired behaviour look like, when should it happen? What are the consequences of the person continuing the current behaviour? What has past practice been with others who have exhibited this or similar behaviour?
• Clarify the facts. When we know the facts, we are better prepared to provide supports and information that will assist the person we are confronting. We then know the resources we may need to have on hand to provide support. Gather information such as:
  • Is the person aware of the rules of the workplace?
  • Have they signed off on the employee handbook or policy & procedure manual?
  • Does the person have the tools & resources required to perform their job?
  • Has the person had training?
  • Does the person have a job description?
  • Is the person aware of the culture of the organization, the accepted and expected behaviours?
  • Is the person aware of the expected outcomes of the job?
  • Do you have evidence that demonstrates any of the above? Check your facts, collect your evidence, gather your resources and include them in your file. This also shows where we or our supervisors may have fallen short and need to own responsibility.
• Clarify your reaction. Know your “hot buttons”. What settings are you uncomfortable in? What issues are you passionate about? What is your default communication style or personality? What aspects of your role or position make you uncomfortable? Do you have strong emotions or thoughts about the problem or behaviour in question? Understanding your own natural reaction to situations helps you prepare to manage your own behaviour more effectively.
• Clarify your fears. This will help put the situation in perspective. Are you afraid of the outcome? the impact on your relationship with the individual or your reputation as the “boss”? Or what others may think about you? Are you afraid of the reaction the person may have, or that they may even quit? Be clear about what your fears are and why you have the fear. Oftentimes the fears we hold in our minds are phantoms, and when confronted head on, can be rendered powerless.
• Clarify what is at risk for you. Is it your self esteem or the feelings about the person you have to confront? Perhaps your reputation? Understand how your fears and perceived risks may impact the conversation. Plan to reduce the risk of your preconceived notions, fears and risks getting in the way of an open and productive conversation.
• Clarify the communication style of the person you are confronting. Know what is happening for the person, clarify their situation, behaviours, history, etc. This will help you understand their perspective and how you need to modify your approach.
• Clarify conflict styles. Both yours and theirs. Plan to modify your own style in order to communicate more effectively with the style of the person you are confronting.

After clarifying the situation, the person, and yourself, you are more prepared to address the situation.

Address

• When addressing the situation, consider the location in which you hold the conversation. Choose a setting that allows for privacy and no interruptions, a time that fits both of your schedules, and set a timeline for the meeting.
• Be aware of the non-verbal communication that is taking place. Be aware of the message you are sending with your body language. Listen carefully to tone of voice – yours and theirs – watch facial expressions, be aware of the message your face is sending, watch their face for subtle messages.
• Address the difficulties you may have with the conversation. We often forget that keeping it human is an important component to a conversation. By addressing our difficulties we may diffuse the other person’s tension and open the door to a genuine conversation. If the conversation or subject is difficult for you, say so. It is OK to express your own discomforts.
• Address the issue and desired outcome. Describe the problem of actual performance. Stick to the facts. Inform the person about the impact of the issue. Refer to history if there is one. Refer to any resources you may have brought for assistance. Describe the desired performance. It is OK to let them know that you want to work with them towards a resolution. Let them know your level of commitment to the situation and if you have brought resources that you think may help.
• Ask for their point of view.

Once you have asked for their perception or point of view, it is important to really listen. This helps check your perception.

Listen

• If the person expresses feelings about the situation, allow time for the person to verbalize their feelings. Acknowledge their feelings without judgement or assumptions, state that their feelings matter.
• Verbally acknowledge that feelings do not dictate actions or outcomes.
• Ask open-ended questions to ensure that you are getting all of the information. An open-ended question allows for the person to go into detail. (What are your thoughts about…? What do you see is getting in the way of…?)
• Paraphrase to ensure that you understand what the person is telling you. (Are you saying…?)
• Use silence to draw more information. Silence is a powerful tool for drawing information. Don’t feel like you have to fill silence with your words, allow the silence to draw more information from the other person.
• Redirect when getting off track. Help keep the person focused on the real issue. Don’t allow for the focus to shift to feelings, personal issues or other people.

Every step of the way, you are working towards a resolution. As you are listening and redirecting the person, you are working on a solution to the issue. Managed effectively, the conversation leads to the individual finding their own resolution.

Manage

Manage the path to resolution. This involves redirecting when required; identifying and exploring solutions and gaining agreement; identifying potential roadblocks, supports, or consequences; taking care of documentation and follow-up.

Redirect the conversation if it seems to be getting off track, keeping both of you focused on the performance issue.

Do not “buy in” to the person’s personal problems. For example: “I can’t get to work on time because my car broke down, I can’t afford to get it fixed, my husband lost his job…” Acknowledge their challenges and move back to the topic at hand: “I can understand you are experiencing financial difficulties right now, sounds like you really need the income from this job. How can you make sure you get to work on time?”

• Manage the resolution through exploration. Ask how the behaviour can be changed from the way it is now to the way it needs to be. Assist with brainstorming solutions if need be.
• Manage resolution through agreement. Obtain a verbal agreement that there is an issue and it needs to be addressed. Have them state it in their own words. (Do you agree that this behaviour needs to improve? Do you agree that this behaviour is affecting your co-workers?)
• Manage through giving control and responsibility. Refer to various options that will allow for improved performance. Ask the individual to choose the best option for him/her. (From the solutions that we have discussed, what do you think will best address the situation?)
• Manage resolution through removing roadblocks. Ask what could get in the way of the person following through. Ask how s/he will prevent anything from stopping them. Be prepared to offer supports and possible solutions.
• Manage resolution through stating consequences. Your stage in the disciplinary process will help determine what the consequences may be. If this is a first-time discussion, inform the person about the disciplinary process with your organization and what the next steps may entail. Clarify their understanding about what will happen next if the behaviour does not improve. It is important that people are aware of the consequences. This is not meant to be a “scare tactic”, it is meant to ensure that the person is informed. It also helps you prepare for the next difficult conversation if the behaviour persists.
• Manage resolution through summarizing. Summarize your discussion with the person. A basic wrap up of your meeting together, covering your opening, their response, the agreement and understanding of consequence. Check their understanding: ask “does this sound accurate to you?”
• Manage resolution through documentation. Draft an action plan for improved performance or behaviour. (Or better yet, have the individual do this). Set a timeline for touching base to ensure all is on track and follow through on your commitments. If you say you will check in with her/him in two days ? do it! If something comes up and you cannot make it, let them know, and reschedule. Include a copy of the action plan on file. Document progress.

Following the CALM approach may seem a little daunting at first. After following it several times, you will start to use the steps without even thinking about them. Like anything new, it gets easier as you practice.

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