Conclusion
For most managers, performance conversations do not come easy. They require preparation, confidence, and a clear understanding of what you are trying to accomplish. This book was written to give you the practical perspective and the “here's how you say it” tools so that you can tackle performance conversations with confidence. I have a few final thoughts to share before you head off to take on the next performance conversation. They are not necessarily the nuts and bolts of the conversation, but they are the heart and soul. May these concluding thoughts support you as you embark on the important conversations that will positively affect your employees and your organization.
If Not You, Then Who?
When it comes to helping an employee enhance his or her performance, there's no one else who has that direct responsibility. It's you and only you. Some managers think it would be nice to delegate the people stuff, but that's your job. If you are expecting something other than what you are getting from an employee, you are the best person to raise the issue. Do not pass the employee performance buck.
Develop Your Craft
Feeling confident in your role as a manager takes practice. Confidence is built over time. Take little steps each day to practice having performance conversations. Separate attitudes from behaviors and focus on providing specific feedback related to the behaviors you observe. Each week, reflect on the challenges you've taken on and the tools that worked for you. ...
