Performance and well-being are closely linked. When an employee’s well-being is affected, changes in performance often follow — yet many managers struggle with how to address this without causing discomfort or appearing unsupportive.
Handled well, performance conversations can become an opportunity for clarity, support, and early intervention.
Separating the Person From the Performance
A key principle is distinguishing between the individual and the work outcomes. Performance discussions should focus on observable behaviours, deliverables, and impact — not assumptions about motivation or character.
Using clear examples helps keep conversations grounded and fair, while reducing defensiveness.
A Supportive and Structured Approach
Effective conversations balance accountability with care. Managers can:
- Acknowledge recent changes in performance
- Invite the employee to share what may be affecting their work
- Explore what support or adjustments could help
- Agree on clear, realistic next steps
This approach signals that well-being and performance are not competing priorities.
Adjustments That Support Recovery and Performance
Support does not always mean reducing expectations indefinitely. Temporary adjustments — such as prioritising tasks, adjusting deadlines, or clarifying roles — can help employees regain stability while maintaining accountability.
When support is clearly defined and time-bound, it benefits both the employee and the organisation.
Building Confidence in Difficult Conversations
Frameworks like Psychological First Aid help managers remain calm, empathetic, and structured during sensitive discussions. With the right guidance, managers can address performance issues early while reinforcing trust and psychological safety.
