Today’s newsletter is brought to you by the powers of advanced scheduling: as whilst the wider team are still very much supporting our clients this week in a practical capacity, my support is more emotional and er, remote: this year from a deck chair in Turkey.
It’s not a place I’ve visited before, however I wasn’t wowed by the output of the list that ChatpGPT threw out after we’d put in our combined family requirement list (!): Alicante (too been-there-before), Greece (too expensive at this time of year) & Portgual (see Alicante). All in all, however, I’m sure will be fabulous.
So instead of any topical insights, I am sharing some notes of what I believe to be a consistent ‘evergreen’ topic: difficult conversations. Maybe not as engaging as that novel you are chugging through if you too are your hols, but potentially one to bookmark, as you just know it will come up at some point……
Let’s be honest: nobody enjoys having “the talk” about underperformance. It’s awkward. It’s time-consuming. And it’s far easier to hope that things magically improve after a few “gentle hints” or with just a bit more time.
But the very uncomfortable truth which we all choose to ignore at certain times, is that avoiding the conversation doesn’t help anyone. Not you, not the struggling employee, and definitely not the rest of your team who are quietly carrying the extra weight.
The best time to tackle poor performance? Last month.
The second-best time? Today.
Silence isn’t kindness
When someone isn’t hitting the mark, it’s tempting to brush it under the carpet. You tell yourself, “They’re trying hard,” or “I don’t want to be harsh,” or “We’ll sort it in the next review.”
But by staying silent, you’re actually being unfair:
- To the employee: because they don’t know they’re missing expectations, so they can’t improve.
- To the rest of the team: because they see standards slipping and wonder why they bother going the extra mile.
- To your business: because performance problems rarely fix themselves. Left unchecked, they spread like a slow leak, draining time, energy, and morale.
Feedback isn’t a firing squad
Too many managers see performance conversations as a punishment. They’re not. Done right, they’re a chance to help someone succeed by guiding them in the right direction.
Constructive feedback should be:
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Specific – “Your reports are often late and missing key metrics,” not “You’re not doing great.”
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Actionable – “Let’s agree a new report template and deadline for next week,” not just “Do better.”
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Balanced – Recognise what is working, not just what’s broken.
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Ongoing – Feedback should be a regular drip, not an annual bucket dumped at appraisal time.
Why ‘last month’ matters
Early conversations are easier. The longer you wait, the harder it becomes. A minor issue morphs into a “pattern,” and suddenly you’re looking at formal warnings rather than a quick course correction.
The sooner you speak up:
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The less defensive it feels – feedback given in real-time is usually better received.
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The faster you see improvement – people can only fix what they know about.
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The more trust you build – because your team knows you’ll deal with problems openly and fairly.
How to start the conversation (without dread)
Think of feedback as an investment, not a confrontation. A few tips:
- Get clear on the issue : be specific, not vague (“The client emails need clearer subject lines,” not “Your communication is bad”).
- Show the impact – Explain how the issue affects the team or business (“We’re missing key deadlines because reports are late”).
- Ask for their view – They might have a perspective or obstacle you’re unaware of.
- Agree a plan – Define next steps and how you’ll measure improvement.
- Follow up – One conversation doesn’t close the loop. Keep checking in.
Dodging tough conversations doesn’t make you a “nice boss.” It just creates frustration and resentment – for everyone.
If someone on your team isn’t performing, they deserve the chance to fix it now. And your high performers deserve to know that their efforts aren’t being overshadowed by the ones coasting.
Need a hand structuring performance conversations?
We help founders build feedback frameworks that actually work (without the corporate nonsense)
📩 Drop us a line or book a call here to discuss confidentially and without obligation any concerns you have – we’d love to help.You can find us a line at hello@thehrhub.co.uk or call 0203 627 7048
Not a phone or email kind of person but want to get in front of some of these issues? Grab my book, The MAGIC of HR, for more practical tips to build a culture that actually works.
