Instructions: Combine all the previous milestones into a cohesive final paper. Your final paper should include revisions based on the feedback you received from your instructor on each milestone. Attached are the Final paper project guidelines as well as all three milestones. I am attaching the feedback from the professor for each one on a Microsoft word document. Please make sure to follow each sections in the guidelines for this assignment as well as use professor feedback for each of the Milestones. Guidelines for Submission: Your summary of findings paper should be 6 to 8 pages in length, double-spaced, using 12-point Times New Roman font and APA formatting.
Reading and Resources
Textbook: Painless Performance Conversations, Chapter 9
Library Article: Avoiding Difficult Conversations Can Cost You: Why It’s Not Worth Putting Off Performance-Related Conversations With Employees “As much as we appreciate and value our employees and what they do to help make our businesses a success, we sometimes find ourselves challenged by the management aspect of our jobs.” This article details the potential impact on an organization if performance-related conversations are continuously put off.
Module Nine focuses on putting together the components for having meaningful performance conversations. First, you started by learning about your communication style to gain a better understanding of how it effects your ability to have effective conversations. Next, the four mindsets to use for positive communication were introduced. The four mindsets include the following: lead with behavior, eliminate judgment, inquire with purpose, and be clear. Using these tools can help a manager gain the confidence needed to have conflict conversations.
Any performance or conflict conversation can leave a manager feeling nervous or unsure. You never know how the employee will react or how the conversation will go. As a manager, you can ease some of the uncertainty by having a plan for the conversations.
The location where a performance-based conversation takes place is a critical component to the success of the conversation. Managers need to pick the most appropriate place to ensure the employee will be comfortable and the employee and manager can focus. Choosing the right time of day and day of the week is also important. Avoiding a Friday afternoon before the workday ends is a good idea. Try to have the conversation at a time when both you and the employee are in a good frame of mind and are able to concentrate.
Prior to conducting the conversation, managers should ensure they are in the right mindset. Remember the four mindsets learned introduced in this course. Begin the conversation; open it and set it up for success. By following the essential elements of a performance conversation, managers can hold positive performance conversations.
Managers should be prepared to have performance conversations by using the performance conversation planner. This model is structured to use the four critical mindsets and allow the manager and employee to work through the issues. It forces the employee to own the outcome and the manager to have the confidence to lead the conversation.
Discussion With: Date/Time:
Step 1: Explain the situation
What are the facts?
What is the impact of the situation? Remember: Be concise!
Step 2: Listen and probe
What open-ended questions will you ask to encourage the employee to share his or her perspective?
What reaction do you anticipate from the employee?
Step 3: Find agreement
What will you ask to define the change that needs to be made?
What is a basic premise you and the employee can agree upon?
How can you be sure not to force a solution on the employee?
Step 4: Discuss alternatives
What open-ended questions will you ask to encourage the employee to offer alternatives?
Step 5: Agree on next steps
What open-ended questions will you ask to clarify your agreement with the employee?
Step 6: Express confidence
What will you say to convey your confidence in the employee’s ability to address the issue?
Because performance conversations can be uncomfortable, managers tend to put them off or not have them at all. Avoiding performance conversations can be disastrous. Waiting can affect many facets of the employee-manager relationship. Employee’s morale can drop from not getting any feedback on performance. The employee’s engagement can drop and ultimately lead to the employee leaving the organization. The employee loses trust in the manager and organization. The manager suffers productivity decreases. There is lost time when the manager allows the employee to continue to work without the appropriate corrections. Finally, legal issues can result if feedback is never given to the employee and the manager moves right to termination.
Planning, preparing, and conducting performance conversations are integral parts of being a manager. Knowing performance conversations are a critical task of a manager’s job, planning for the best outcome is important. When prepared, managers can have successful conversations. Conversation avoidance is fraught with problems and managers should take active steps to not fall into this trap.
Green, M. E. (2013). Painless performance conversations: A practical approach to critical day-to-day workplace discussions. Hoboken, NJ: John Wiley & Sons.