Setting Expectations and Performance Feedback Conversations
A Conversation Between Joe and Me
Me: Hello, Joe. Thank you for meeting with me today. I appreciate your contribution to the company over the years and your determination to be a good employee. However, I am concerned about your performance as an assistant store manager. Based on the recent performance review, it is evident that your performance is unsatisfactory. I have also received complaints from other employees who expressed concerns about your attitude towards them. Therefore, I would like to understand whether any challenges could affect your ability to perform as expected and what you propose we should do to improve the performance.
Joe: I understand my performance has been poor, but I am improving. I was not well prepared for the job and did not get a proper orientation to familiarize myself with my roles and responsibilities, which is why I have been performing poorly. I also feel that some employees are petty and expect me to know everything about the job, so I sometimes avoid talking to them. Nonetheless, I recommend training in inventory management because that is the most challenging task that consumes the most time and limits my ability to focus on other tasks, such as customer service and sales management.
Me: Thank you for your input. I shall begin training you on inventory management next week and continue monitoring your performance. You can also talk to me whenever you need help completing assigned tasks. In the meantime, focus on establishing a good relationship with other employees and embracing feedback to improve your performance.
Joe: Alright. Thank you.
The Communication Model Used To Structure the Conversation
According to Cobley (2013), a communication model influences the success of a conversation by facilitating the exchange of information between a sender and receiver. The communication model used in my conversation with Joe is the transactional model. The model includes communicating to create relationships (Barnlund, 2017). I applied this model by establishing a friendly environment for Joe to express himself, thus increasing the likelihood of getting a genuine response.
References
Barnlund, D. C. (2017). A transactional model of communication. Communication theory, 47-57. https://doi.org/10.4324/9781315080918-5
Cobley, P. (2013). Twelve semiotic models of communication. Theories and Models of Communication, 223-240. https://doi.org/10.1515/9783110240450.223
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Question 
Leaders use critical thinking skills and communication models to structure conversations to achieve the best possible business outcomes effectively. The foundations of negotiating successfully are based on your ability to engage in robust, pointed, and meaningful conversations that get you to your intended business outcome.
Setting Expectations and Performance Feedback Conversations
As you review the assignment below and structure your conversations, keep the following in mind:
- Am I communicating with a purpose?
- Am I building the relationship?
- Am I learning something, finding clarity or new information?
- Am I gaining a better understanding of the situation?
- Do I have adequate knowledge to make sound business decisions?
- Am I respecting the other person and maintaining their self-esteem?
Instructions
Select ONE OF THE FOLLOWING TWO SCENARIOS AND ANSWER BOTH A AND B FOR WHICH YOU CHOOSE. Develop and explain your response while considering the six considerations above.
Scenario #1: You are meeting with Sally, a new employee, to get her feedback on her first few weeks on the job. You are going to review and reiterate her responsibilities as an employee, as well as ask her for feedback about the job. Sally is scheduled to work Tuesday from 8:00 a.m. to 5:00 p.m., and you set the meeting time for 8:00 a.m. that day. You reminded her of the meeting time on Saturday, just before she left work. Sally’s day off was Monday. You check at 8:20 a.m. On Tuesday morning Sal, ly did not arrive for work. She comes in at 8:30 a.m., the second time she has been late. When Sally arrives, you approach her and say, ”Good morning, Sally. Let’s have the follow-up discussion we planned for this morning,” you both go to your office to talk. Sally starts the discussion by telling you that she ”loves working in the store” and has always been a dedicated employee. Sally likes the people she works with and the company. She says she wants to do well and needs the job. Sally also reminds you that she has little experience in the company’s industry and can be ”hot work, customers are rude, and it is hard to be friendly with them during busy times.”
- Using course content and outside research related to difficult conversations, build a compelling discussion to address the issues raised in the Setting Expectations scenario. Include what you would say in the conversation and how you think Sally would respond.
- Identify the communication model you use to structure your conversation. Your conversation should present the best possible solution to this business issue.
Scenario #2: You are the Store Manager, and tomorrow you are meeting with Joe, one of your Assistant Store Managers, to discuss a performance issue. In Joe’s previous position, he did an outstanding job, advocated for customer service, and was a role model for other employees. About three months ago, Joe was promoted to Assistant Store Manager. Joe seems to be having some difficulty getting his arms around the business. Inventory counts are not done on time, sales are below plan, customer service issues aren’t resolved, and turnover is increasing. Tonight, the night before you planned on giving Joe feedback on the performance issues, one of the employees stopped and told you that Joe has been providing the employees the ”cold shoulder, and they are not quite sure why he is acting like that to them.” They aren’t sure what is going on, but they seem concerned. In previous conversations with Joe, he seemed a bit overwhelmed with his new position, and rather than take responsibility for the poor performance, he responded defensively. You tried to be supportive and coached him by advising him to get to know his areas of responsibility and the tasks he needs to accomplish. Joe has always received excellent performance feedback. Unfortunately, the conversation you will have with Joe will be difficult. Joe is not achieving his objectives. You are responsible for robustly discussing his work performance with Joe.
- Using course content and outside research related to difficult conversations, build a compelling discussion to address the issues raised in the Performance Feedback scenario. Include what you would say in the conversation and how you think Joe would respond.
- Identify the communication model you use to structure your conversation. Your conversation should present the best possible solution to this business issue.