When addressing mediocre performance with a low or low solid performer, it’s critical to recognize whether the individual is unwilling to change or is requiring additional skills to change. Prepare for a conversation with the individual based on specific examples of their performance or behavior.

When providing feedback to colleagues and employees, focus on behaviors. As you and your conversation partner discuss an observed event or action, describe specifically what the individual did and the impact that it had. Use action verbs and narrate the sequence as you observed it; then describe what happened as a result. Often, we remember what we “think” we did, or intended to do, but we’re not self-aware enough to know what we actually did.