The shift from a "boss-like" culture to a more supportive and mentorship-driven environment is crucial for both employee and customer satisfaction. When leaders focus on being coaches or mentors, they foster a collaborative atmosphere where everyone works toward shared goals. It's also important to remember that customer experience isn't just about numbers and metrics. Treating customers the way we would like to be treated. Your approach of prioritizing personal conversations with employees before extending that respect and understanding to customers is spot on. It's a reminder that the way we interact internally within an organization sets the tone for how we engage externally with our customers.

To address slipping performance, I would have a private, fact-based conversation, highlighting strengths before discussing concerns. I'd listen to any challenges, collaborate on solutions, set clear expectations, and offer support. A follow-up plan would be established to track progress and ensure accountability.

I’d initiate a private conversation, starting with genuine appreciation: “Your contributions matter, and I’m invested in your success.” Specific, data-driven feedback follows: "I’ve noticed patterns impacting performance.” Open-ended questions encourage self-reflection: “What challenges are you facing?” This collaborative approach fosters ownership and motivation. Together, we’d set realistic goals, develop actionable improvement plans and establish regular check-ins. "Let’s work through this together." I’d offer training, resources or coaching, ensuring they’re equipped for success. Celebrating small wins and progress reinforces confidence. "You’re getting back on track!"

Understand the background of the person. Where does he come from. Is there anything that you can help her/him with? Does She/he have enough knowledge about the task assigned to her/him. During the conversation: Stay focused on the issue. Talk facts - Support with Data Ask - How can you help. Assign a mentor. Follow-up every 15 days. The intent should be to help not to Fire. If you want to Fire the person then do it now. Don't harass the employee if you have already decided on her/him. Give them a decent renumeration package and let them go with grace.

Approach the conversation with empathy and understanding, focusing on trust and collaboration. Start by acknowledging their contributions and your shared commitment to working together. For example: "I really appreciate your work and the openness we’ve always had. I’ve noticed things seem a bit off lately, and I want to check in to see how you’re doing and how I can help." Create space for an honest dialogue, actively listening to their perspective. Work together to identify challenges and craft a realistic improvement plan. End with encouragement and a shared commitment: "We’ll tackle this together, and I’m here to support you every step." The approach should reflect the relationship already built.

The things I've found helpful in approaching tough performance conversations is to act promptly and constructively: 1. Prepare examples by using specific instances to ensure feedback is clear and actionable. 2. Create a supportive space to understand any challenges or issues they may be facing. 3. Define improvement goals and outline a clear action plan. 4. Schedule check-ins to monitor progress and provide ongoing support. Focusing on collaboration and solutions fosters growth and accountability.

1. Prepare: Be clear about what’s slipping, but keep it specific and kind. 2. Start Positive: "I know you’re capable, but I’ve noticed some things slipping lately." 3. Ask Why: "What’s going on? Is something affecting your performance?" 4. Set Expectations: "Here’s what I need from you moving forward." 5. Collaborate: "How can I help you get back on track?" 6. Encourage: "I believe in you let’s turn this around!" 7. Follow-Up: Keep checking in and offering support. It’s all about being clear, supportive, and solution-focused.

1) Address issues when they arise, don't wait for things to build up 2) Don't start conversation with addressing immediately what's wrong. Start asking have some tasks or processes become challenging and if so, why? 3) Understand core of the issue, if person has been performing well so far, it might be something beyond their influence 4) Develop action plan that person will agree with, and that will help tackling issues that might have risen

When addressing a performance issue with a direct report, approach the situation with empathy and clarity. Begin by privately discussing specific examples of the decline, ensuring the conversation remains objective and supportive. Actively listen to understand any underlying challenges they might be facing, whether personal or professional. Collaborate on a clear improvement plan with actionable steps, providing the necessary resources and support to help them succeed. Set realistic timelines and schedule regular check-ins to monitor progress. Throughout the process, offer encouragement to reinforce your belief in their potential while maintaining accountability to address unresolved issues appropriately.

Approach the conversation more like a detective rather than a disciplinarian. Acknowledge the gap in performance as objectively and clearly as possible, then be curious and allow the employee to share their perspective. There could be any number of things going on in their world that you don't see (personal matters, an unbalanced work load leftover from a previous talent reshuffle, a lack of clarity in their role, a lack of understanding the connection between their tasks and overall team goals, friction with teammates, etc.) From there, co-build the solution. What resources/accommodations/support can you provide? What behavior changes can the employee commit to? What benchmarks can you agree to? What does success look like from here?