How should a supervisor address a performance problem early?
Address a specific, verified gap promptly and privately; hear the employee’s perspective, agree on action and support, and set a follow-up.
Address a specific, verified gap promptly and privately; hear the employee’s perspective, agree on action and support, and set a follow-up.
Begin with the work, not a judgment about the person
Early conversations are easier to act on when the supervisor can name the expected behavior and the observed gap. “The report arrived after the agreed deadline twice” gives both people something to examine. “You do not care” assigns a motive the supervisor may not know.
The MPP Accountability Loop, used in Phil Brown’s Leading Forward program, provides a practical structure for these conversations.
Use the five-step loop
- Name the expectation. State the agreement or standard and check that it was understood.
- Ask and listen. Invite the employee to explain what happened before deciding why.
- Describe the gap and its impact. Use verified observations and the effect on the work.
- Agree on action and support. Identify what changes, who owns it, and what the manager will provide.
- Set the follow-up. Agree on a date and the evidence you will review.
Example opening
“We agreed that the handoff notes would be ready before the next team started. On Tuesday and Thursday, two required sections were missing. Walk me through what happened.”
After listening, check whether the cause was unclear direction, a skill gap, a process problem, competing work, or a choice. The next step should fit what you learn. This is an illustrative conversation, not a case study.
Close with a usable agreement
Record the expected next action, the support promised, and the review date. Ask the employee to summarize the agreement. At the review, acknowledge improvement or examine the remaining gap; do not let the conversation disappear after the meeting.
When a coaching conversation is not enough
For immediate safety concerns or matters covered by a formal reporting or HR process, follow the organization’s procedures. This tool supports routine management conversations; it does not replace those procedures.