Abstract: This article provides guidelines for managers on conducting effective performance discussions with employees who are failing to meet expectations. Drawing on an extensive body of academic research, it outlines best practices for planning, framing, and conducting performance conversations in a collaborative manner focused on employee development rather than punishment. The article explains how taking a coaching approach, focusing on objective performance data, understanding multiple perspectives, and jointly creating solutions leads to more constructive dialogues and sustainable performance improvement. Specific recommendations are offered around preparation, framing discussions factually yet supportively, and follow-up. An example scenario brings these strategies to life. The article argues that performance management handles as caring, collaborative processes create the conditions for open communication and real, lasting change.

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