Give difficult feedback with care and clarity

Describe behavior and impact; do not turn an observation into a judgment about character.

Fictional example: at Northstar Works, two project handoff notes arrived after the agreed 3 p.m. cutoff, delaying the next team's review. This example is invented. Meet privately, use examples you can describe accurately, and leave room for context you may not know.

State what happened and why it matters, then invite the employee's view. The goal is a fair discussion of what needs to change and what support or follow-up may help.

Replace a label with a checkable example

Fictional Northstar example; adapt the words to facts you can verify.

Details More useful wording Avoid this judgment
What was said The last two handoff notes arrived after the agreed 3 p.m. cutoff. You're careless with handoffs.
What it helps establish Names two specific instances that the employee can clarify. Labels the person without an example.
Work impact The next team's review started the following morning. Does not explain what needs to change.

Prepare, discuss, and follow up

  1. 1

    Prepare accurate examples

    Write down the instances you can describe, the expectation that was agreed, and the work impact. Separate what you observed from what you assume.

  2. 2

    Open with the purpose

    Meet privately. Explain the behavior and impact plainly, then say what needs to change without labeling the person.

  3. 3

    Hear the employee's view

    Ask what was happening from their perspective and listen for context you may not have. Clarify what you do not yet know.

  4. 4

    Agree a workable change

    Describe the expected behavior, identify any support or information needed, and agree an observable next step and a time to revisit it.

  5. 5

    Follow up

    Check whether the agreed change happened and whether the support was useful. If the concern continues, consult the designated people-support route.

Know when to use another process

This conversation guide is not a substitute for formal people-support processes.

Pause and use the designated people-support route for serious misconduct concerns.

Seek support when behavior is repeated or remains unresolved.

Do not handle the matter alone if you cannot approach it fairly or impartially.