Things to Consider Before and During a Performance Conversation: Employee Performance Management

In any organization, addressing performance concerns can feel uncomfortable or uncertain. The purpose of a performance conversation is not to “get someone in trouble,” but to communicate concerns clearly, set expectations, and give the employee a fair opportunity to improve.

Consider the following as you prepare for and conduct the conversation.

1. Be Clear on the Issue Before You Speak

Take time to identify exactly what is not working.

• Focus on specific behaviors or outcomes, not personality or attitude.

• Ask yourself: What is the employee doing, or not doing, that is creating the concern?

• Be prepared with concrete examples, such as dates, tasks, missed deadlines, or recurring problems.

If you cannot clearly explain the concern, the conversation is likely to feel confusing or unfair to the employee.

2. Check Expectations and Context

Before assuming poor performance, consider:

• Were expectations clearly communicated in advance?

• Has the employee been given the tools, training, or information needed to succeed?

• Has anything changed recently, such as workload, priorities, or personal circumstances?

Performance concerns sometimes result from unclear direction rather than unwillingness or inability.

3. Choose an Appropriate Setting

Performance discussions should be:

• Held in a private setting

• Free from interruptions

• Scheduled when possible, rather than rushed or addressed in an emotional moment

This signals respect and helps the conversation remain calm and productive.

4. Stick to Facts, Not Assumptions

When describing concerns:

• State what you have observed, not what you think the employee intended.

• Avoid words like “always” or “never.”

• Separate impact from judgment.

For example, describe how missed deadlines affect the team, ministry, or those served, rather than labeling the employee as “careless” or “unmotivated.”

5. Listen as Much as You Speak

Give the employee an opportunity to respond.

• Ask open-ended questions.

• Listen for explanations, obstacles, or misunderstandings.

• Avoid interrupting or becoming defensive.

You may learn information that affects how the concern should be addressed.

6. Be Clear About What Needs to Change

The employee should leave the conversation knowing:

• What specifically needs to improve

• What “success” looks like going forward

• When improvement is expected

Vague feedback such as “do better” or “be more professional” is difficult to act on.

7. Identify Support or Next Steps

Even without formal HR processes, consider:

• Clarifying priorities

• Adjusting workload or deadlines

• Providing additional guidance or check-ins

• Agreeing on a short follow-up timeline

Improvement is more likely when expectations and support are discussed together.

8. Keep the Tone Respectful and Professional

Performance conversations should be firm but fair.

• Avoid sarcasm, threats, or emotional language

• Focus on work, not character

• Treat the discussion as part of managing the ministry or organization, not as a personal conflict

Respect helps preserve trust, even when feedback is difficult.

9. Document What Was Discussed

Even in small organizations, it is helpful to:

• Make brief notes about the conversation

• Record the concerns raised and the expectations set

• Note any agreed-upon next steps or timelines

This creates clarity and consistency if future conversations are needed. A follow-up email to the employee can be an effective way to document the topics covered.

10. Follow Up

A performance conversation is rarely “one and done.”

• Check in after the agreed-upon timeframe

• Acknowledge improvement when it occurs

• Address ongoing concerns promptly rather than letting them linger

Follow-up shows accountability on both sides.

Final Thought

Discussing performance is part of leading a church, ministry, or other organization, even without formal HR support. Approaching these conversations with preparation, clarity, and respect helps protect the employee, the manager, and the organization while increasing the likelihood of a positive outcome.

What Not to Do

When addressing performance concerns, avoid these common pitfalls:

• Do not delay the conversation. Hoping the issue will resolve on its own is not effective, and waiting often makes the problem worse.

• Do not make it personal. Avoid comments about attitude, character, or intent. Focus on work and impact.

• Do not speak in generalities. Statements like “everyone has noticed” or “you always…” lack clarity and are hard to act on.

• Do not compare employees to each other. This can create resentment and distract from the actual performance concern.

• Do not surprise the employee with new concerns. Raise only the issues you are prepared to discuss and support with examples.

• Do not threaten consequences prematurely. Keep the focus on improvement, not punishment.

• Do not skip follow-up. Addressing performance once and never revisiting it sends mixed messages.

What Not to Do When Coaching or Taking Corrective Action

To keep a performance conversation focused on improvement, not punishment, avoid the following:

• Do not skip coaching and jump straight to discipline. Corrective action is most effective when it builds on prior feedback and guidance, not as a first response unless the issue is serious.

• Do not make the conversation one-sided. Coaching requires listening. If the employee does not have space to explain barriers or misunderstandings, meaningful improvement is less likely.

• Do not be vague about what needs to change. Telling someone to “do better” without clear expectations undermines both coaching and corrective action.

• Do not mix unrelated issues into one conversation. Address performance concerns one at a time so expectations remain clear and manageable.

• Do not rely on emotions or assumptions. Corrective conversations should be grounded in observable behavior and documented facts, not frustration or speculation.

• Do not threaten consequences without offering a path forward. Even when corrective action is necessary, the focus should remain on what the employee can do to succeed.

• Do not apply standards inconsistently. Coaching and corrective action should be fair and consistent across employees to maintain trust and credibility.

• Do not treat corrective action as the end of the process. Improvement happens through follow-up, feedback, and continued support, not just the initial conversation.

Performance conversations are most effective when they are timely, specific, and grounded in observable facts. Ministry leaders should approach these discussions with preparation, consistency, and respect, making sure employees understand both the concern and the path forward. When expectations, support, documentation, and follow-up are handled well, the process protects the employee, strengthens the ministry, and creates a clearer opportunity for improvement.