1.  Describe the problem in a professional non-confrontational manner

As you describe the problem, be specific. Point out the acceptable levels (quantity or quality) of performance and show the employee exactly where his/her output doesn't meet those levels. Refer to any available data that will help you indicate to the employee that there is a problem. Avoid discussions about the employee's attitude. Such comments will only put the employee on the defensive and make it difficult to have a productive discussion. It's important to open this discussion in a positive, non-threatening way. Remember, this is a discussion to uncover causes for the performance problem and work toward solutions, not to place blame. It's important to focus attention on the performance problem, not the employee. 

Telling an employee that he or she has to do better may be the most direct way to deal with a drop in his/her performance, but it doesn't stand much chance for success if the employee doesn't want to improve performance. You want to work together to get performance back up to an acceptable level. The best way to get the employee's commitment is to ask for his/her help in deciding what to do about the performance problem. This will boost the employee's self-esteem because it signals that you value his/her ideas. And when the employee realizes that you want to hear what he/she has to say, you are more likely to get cooperation and commitment. 

Remember that you are having this discussion to talk about a performance problem, not the employee's attitude or personality. Remain relaxed and friendly. Gather all the information you can about the problem by asking open-ended questions (general questions beginning with words like "How," "What," "Who," and "When"). Since these kinds of questions are not threatening, the employee will be encouraged to answer them. These questions will bring you closer to the source of the problem. You may find it appropriate to ask some specific questions designed to clarify and pinpoint causes. This is a good time to listen and respond with empathy, since the employee may express concern or frustration over factors which he/she feels cannot be controlled. 

After you have identified the likely causes of the performance problem, you will want to decide how to correct it. Again, the employee is closest to the problem - so ask for his/her ideas and write them down. This not only enhances the employee's self-esteem, but it provides a written record of possible solutions. These may come in handy if the first solution you try does not work out as well as you had hoped. The employee will be more committed to solving the problem if he/she has had a say in the solution. 

Now it is time to choose the best solution. At this point you are ready to pinpoint exactly what must be done, by whom and by when, to correct the performance problem. Assign responsibilities for specific actions and write them down. Remember to support the employee's efforts to improve performance, but emphasize that the responsibility for improvement rests with the employee. 

Setting a date to meet again sends a message to the employee that solving the performance problem is important to you. It also tells the employee that you want to know how well he/she is handling the actions agreed upon. A follow-up meeting enables you and the employee to get together to discuss any progress or problems and plan further action. End the discussion as you began it, on a friendly note. 

Coaching styles

Coaching strategies

• addresses behaviors that can be changed 
• includes alternative positive behaviors 
• focuses on only one or two issues at a time 

Talking with employees about their careers plans and helping them identify and take advantage of training opportunities are great ways to send a signal that you are willing to help employees grow, even as you communicate more demanding work expectations.