Performance Dialogs — Script, Checklist & Follow‑Up Templates

Welcome

Performance conversations work best when they feel fair, focused on growth, and leave both people with a clear next step. Use this playbook to prepare, run, and follow up on regular dialogs that develop capability and keep people aligned with meaningful outcomes.

When to use this playbook

Use for regular one-on-ones, quarterly reviews, mid-year check-ins, or any structured development conversation. Adapt timing and emphasis for short check-ins versus formal reviews.

Core hunger

Make performance conversations constructive, fair, and development-focused so they motivate better work and reduce undesired surprises.

Quick checklist — Before the meeting

• Clarify the meeting purpose (e.g., development-focused check-in, calibration, promotion discussion).
• Gather evidence: recent outputs, customer or peer feedback, metrics, examples of strengths and gaps.
• Review role expectations and goals set previously. Note any changes in scope or context.
• Prepare 2–3 specific examples of strong performance and 1–2 observable opportunities for improvement.
• Set an agenda and share it ahead of time so the person can prepare.
• Choose a private, interruption-free place and plan expected meeting length (30–60 minutes typical).

Conversation structure & script (flexible timing example — 40 minutes)

Use this structure as a guide. The aim is clarity and a development plan that both parties own.

1. Opening & purpose (3–5 minutes)

   Sample opener: “Thanks for meeting. I want this to be useful for both of us — to recognize what’s going well and agree on a few concrete steps to keep improving. Does that sound good?”

2. Strengths & recent wins (8–10 minutes)

   Start with specific praise tied to impact. Example: “You handled the client escalation well last week — you kept them calm and resolved the issue within 24 hours, which avoided downtime. That reliability really matters to our team.”

   Invite reflection: “What do you think helped you succeed on that?”

3. Opportunities & examples (10–12 minutes)

   Describe observable behaviors and impact, not personality. Example: “I noticed the weekly reports sometimes miss the prioritized metric. That makes it harder for stakeholders to act quickly.”

   Ask for the employee’s perspective and facts: “What’s getting in the way? Is it data access, time, or something else?”

4. Agree on development actions (10–12 minutes)

   Co-create one or two specific, time-bound actions. Use SMART elements (Specific, Measurable, Achievable, Relevant, Time-bound). Example action: “Update the weekly report template to highlight the top metric and share a draft by next Friday.”

   Confirm support: “I’ll help by ensuring you have direct access to the dashboard and a 30‑minute block next Tuesday to work on the template.”

5. Close & next steps (2–3 minutes)

   Summarize decisions and confirm who will do what and when. Example: “To recap — you’ll draft the report template by Friday; I’ll unblock the dashboard access by Tuesday. We’ll check progress in two weeks.”

Simple calibration rubric — consistent language for relative scoring

Use this shared language when rating or discussing relative performance. Keep calibration conversations evidence-focused.

• 4 — Exceeds expectations: Consistently delivers high-impact work beyond role expectations. Clear, documented examples of sustained excellence.
• 3 — Meets expectations: Delivers what the role requires with reliability and quality. Meets goals and standards most of the time.
• 2 — Developing: Shows progress toward expectations but not yet consistent; needs coaching or support in key areas.
• 1 — Needs improvement: Performance does not meet expectations and requires a specific performance plan with measurable milestones.

Calibration prompts (for managers before or during calibration meetings)

• What evidence supports this rating? Cite recent examples and metrics.
• How does the role’s current scope compare to others in similar roles?
• Are there context or resource differences that explain performance variations?
• What development actions have been tried and what were the outcomes?

Follow‑up action template (copy into your tracking tool)

Development plan template (one page)

1. Goal: [What capability or outcome?]
2. Why it matters: [Link to role goals or team priorities]
3. Concrete actions:
   • Action 1 — Owner — Due date — Measure
   • Action 2 — Owner — Due date — Measure
4. How success will be measured: [Metrics or observable behaviors]
5. Check‑ins: [Frequency and format, e.g., biweekly demo or 15‑minute updates]

Common pitfalls & bias checklist

• Avoid vague feedback. Replace “needs to improve communication” with a specific behavior and example.
• Watch for recency bias: consider the whole review period, not only the last two weeks.
• Calibrate expectations across roles and levels so ratings are consistent and equitable.
• Be mindful of confirmation bias — seek counterexamples to initial impressions.
• Document evidence and agreed actions; unclear notes create confusion later.

Recommended cadence & participants

• One-on-ones: weekly or biweekly for active coaching.
• Quarterly reviews or check-ins: assess progress on development goals and adjust.
• Calibration meetings: managers for the same function meet quarterly to align standards.

Privacy & fairness reminders

Treat performance conversations as confidential personnel discussions. Focus on observable work and agreed expectations, and avoid speculative judgments. When in doubt about legal implications or formal disciplinary steps, consult HR before documenting formal warnings.

Short list of quick scripts

• Opening: “I want to hear how you see things and share what I’ve observed. Let’s decide on one or two practical steps together.”
• Giving balanced feedback: “Here’s a specific example of what worked well, and here’s one example where I’d like to see a different approach.”
• When you disagree: “I hear your view. Can we look at the specific facts together so we both understand what happened?”
• Closing: “Thanks — I’ll send a quick note summarizing action items. Shall we meet in two weeks to review progress?”

Next steps for the team using this playbook

Start small: pilot this structure with a few managers, collect feedback on usefulness, then update templates and calibration descriptors to match your organization’s language and goals.