Facilitator Speaker Notes — Performance Feedback & Coaching

Set the stage. Open the "Performance Feedback & Coaching" session by introducing this slide — "Phase 2 Introduction — Performance Management". Briefly explain why this topic matters to the managers in the room and what they'll be able to do differently by the end of the deck. Invite people to keep a notepad handy for questions.

Talking points (walk through each in order):

1. Phase 2 Shift. Moving from foundational communication to formal accountability — Phase 1 skills are the prerequisite Facilitator tip: say this in your own words, then ask the group for a real example of "phase 2 shift" from their own team before moving on.

2. Central Tension. Great managers hold both accountability AND support simultaneously — high expectations AND the coaching needed to meet them Facilitator tip: say this in your own words, then ask the group for a real example of "central tension" from their own team before moving on.

3. Key Mindset. "Documentation is not punishment — it is protection." For the employee, the manager, and the organization. Facilitator tip: say this in your own words, then ask the group for a real example of "key mindset" from their own team before moving on.

4. Phase 2 Toolkit. Every manager receives the Performance Management Toolkit: templates, rating scales, SMART goal frameworks, and documentation forms Facilitator tip: say this in your own words, then ask the group for a real example of "phase 2 toolkit" from their own team before moving on.

5. L2 Certification. Completing a case analysis and an observed PIP delivery role-play demonstrating fairness, clarity, and documentation discipline Facilitator tip: say this in your own words, then ask the group for a real example of "l2 certification" from their own team before moving on.

Engage the room. Ask: "How does this show up in your team today?" — let two or three people respond.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered phase 2 introduction — performance management, let's look at what comes next."

Transition in. Move into "SMART Goals — The Non-Negotiable Foundation" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. S — Specific. Clear, unambiguous outcome. Not "improve communication" → "Send team meeting agendas 24 hours in advance, starting [date]" Facilitator tip: say this in your own words, then ask the group for a real example of "s — specific" from their own team before moving on.

2. M — Measurable. How will you know it was achieved? Define the metric upfront. Not "be more responsive" → "Reply to all internal messages within 4 business hours" Facilitator tip: say this in your own words, then ask the group for a real example of "m — measurable" from their own team before moving on.

3. A — Achievable. Challenging but realistic given current skills, resources, and workload. Unattainable goals are legally problematic on a PIP. Facilitator tip: say this in your own words, then ask the group for a real example of "a — achievable" from their own team before moving on.

4. R — Relevant. Directly connected to job responsibilities and business outcomes — not arbitrary targets Facilitator tip: say this in your own words, then ask the group for a real example of "r — relevant" from their own team before moving on.

5. T — Time-bound. A clear deadline or review date. "By end of Q2" or "Within 30 days of today" Facilitator tip: say this in your own words, then ask the group for a real example of "t — time-bound" from their own team before moving on.

Engage the room. Pose a quick scenario and ask the group how they would apply this principle.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered smart goals — the non-negotiable foundation, let's look at what comes next."

Transition in. Move into "Feedback as a Continuous Conversation" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. The Annual Review Trap. If you are documenting a performance issue in December, you should have addressed it in July. Surprises in reviews break trust. Facilitator tip: say this in your own words, then ask the group for a real example of "the annual review trap" from their own team before moving on.

2. Regular 1. 1s Are Non-Negotiable: Weekly or bi-weekly check-ins create a feedback culture — small corrections prevent large derailments Facilitator tip: say this in your own words, then ask the group for a real example of "regular 1" from their own team before moving on.

3. Feedback Is a Gift. Specific, timely, behavior-based feedback builds trust and accelerates growth. Vague feedback erodes both. Facilitator tip: say this in your own words, then ask the group for a real example of "feedback is a gift" from their own team before moving on.

4. The SBI Model in Performance Context. "On [date], I observed [specific behavior]. The impact was [measurable business outcome]. What is your perspective?" Facilitator tip: say this in your own words, then ask the group for a real example of "the sbi model in performance context" from their own team before moving on.

5. Listen to the Response. After delivering SBI feedback, be genuinely curious about the employee's experience — root cause matters more than the symptom Facilitator tip: say this in your own words, then ask the group for a real example of "listen to the response" from their own team before moving on.

Engage the room. Invite a participant to paraphrase the key idea back to the room to confirm understanding.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered feedback as a continuous conversation, let's look at what comes next."

Transition in. Move into "Diagnosing Underperformance — Skill vs. Will" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. Skill Issue. The employee lacks the knowledge, training, or resources to perform. Solution: Coaching, training, clearer instructions, better tools. Facilitator tip: say this in your own words, then ask the group for a real example of "skill issue" from their own team before moving on.

2. Will Issue. The employee has the ability but chooses not to apply it consistently. Solution: Accountability, clear consequences, and a structured improvement plan. Facilitator tip: say this in your own words, then ask the group for a real example of "will issue" from their own team before moving on.

3. Why the Distinction Matters. Training someone who has a will problem wastes resources. Punishing someone who has a skill problem is unfair and legally risky. Facilitator tip: say this in your own words, then ask the group for a real example of "why the distinction matters" from their own team before moving on.

4. How to Diagnose. Ask open questions: "What barriers are making this difficult?" "Walk me through how you approached this task." The answer usually reveals skill vs. will. Facilitator tip: say this in your own words, then ask the group for a real example of "how to diagnose" from their own team before moving on.

5. Mixed Cases. Many underperformance situations involve both — adapt your approach accordingly and document each conversation Facilitator tip: say this in your own words, then ask the group for a real example of "mixed cases" from their own team before moving on.

Engage the room. Ask for a show of hands: who has faced a situation like this in the last month?

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered diagnosing underperformance — skill vs. will, let's look at what comes next."

Transition in. Move into "Scenario — Underperformance Before a PIP (Leader Lab)" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. Scenario (Jordan). Has missed deadlines on 3 of the last 5 projects. No formal action has been taken yet. Facilitator tip: say this in your own words, then ask the group for a real example of "scenario (jordan)" from their own team before moving on.

2. Manager Goal. Formal coaching conversation — name the specific pattern, explore root causes, and set clear expectations with a timeline Facilitator tip: say this in your own words, then ask the group for a real example of "manager goal" from their own team before moving on.

3. Employee Prompt. Overwhelmed and hasn't told anyone. Defensive at first but open to support if the manager is genuinely on their side Facilitator tip: say this in your own words, then ask the group for a real example of "employee prompt" from their own team before moving on.

4. What to DO. Use specific examples. Say "On March 3rd and March 10th, the deliverables were 2 days late" — not "You are always late on things." Facilitator tip: say this in your own words, then ask the group for a real example of "what to do" from their own team before moving on.

5. What NOT to DO. "I've been meaning to talk to you about this for a while" — this signals you already knew and waited too long, which undermines the process Facilitator tip: say this in your own words, then ask the group for a real example of "what not to do" from their own team before moving on.

Engage the room. Ask: "How does this show up in your team today?" — let two or three people respond.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered scenario — underperformance before a pip (leader lab), let's look at what comes next."

Transition in. Move into "The Coaching Conversation Framework" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. Step 1 — Set the Purpose. "I want to talk about [specific performance area]. I'd like to understand your perspective and agree on a path forward." Facilitator tip: say this in your own words, then ask the group for a real example of "step 1 — set the purpose" from their own team before moving on.

2. Step 2 — Share the Observation (SBI). Name the specific behavior, the situation, and the business impact. Be factual, not emotional. Facilitator tip: say this in your own words, then ask the group for a real example of "step 2 — share the observation (sbi)" from their own team before moving on.

3. Step 3 — Listen and Explore Root Cause. Ask open questions. Is this a skill, will, or resource issue? Do NOT jump to solutions until you understand the problem. Facilitator tip: say this in your own words, then ask the group for a real example of "step 3 — listen and explore root cause" from their own team before moving on.

4. Step 4 — Agree on the Path Forward. Co-create the improvement plan where possible. Specific goals, timelines, support available, next check-in date. Facilitator tip: say this in your own words, then ask the group for a real example of "step 4 — agree on the path forward" from their own team before moving on.

5. Step 5 — Document Within 24 Hours. Capture: date of conversation, specific behaviors discussed, agreed commitments, next steps, and follow-up date. Facilitator tip: say this in your own words, then ask the group for a real example of "step 5 — document within 24 hours" from their own team before moving on.

Engage the room. Pose a quick scenario and ask the group how they would apply this principle.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered the coaching conversation framework, let's look at what comes next."

Transition in. Move into "Scenario — Coaching a High Performer (Leader Lab)" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. Scenario (Sam). Top performer, 2 years in the same role. Starting to seem bored and disengaged. Quietly interviewing externally. Facilitator tip: say this in your own words, then ask the group for a real example of "scenario (sam)" from their own team before moving on.

2. Manager Goal. Growth conversation — understand aspirations, discuss stretch assignments, connect development to real opportunities Facilitator tip: say this in your own words, then ask the group for a real example of "manager goal" from their own team before moving on.

3. What to ASK. "I want to invest in your growth. What does the next chapter of your career look like from your perspective?" Facilitator tip: say this in your own words, then ask the group for a real example of "what to ask" from their own team before moving on.

4. What NOT to DO. Make vague promises ("I'll see what I can do") without a specific follow-up date — this is worse than saying nothing Facilitator tip: say this in your own words, then ask the group for a real example of "what not to do" from their own team before moving on.

5. Key Insight. High performers leave managers before they leave organizations. Retention starts with this conversation happening proactively — not after they've already decided to go. Facilitator tip: say this in your own words, then ask the group for a real example of "key insight" from their own team before moving on.

Engage the room. Invite a participant to paraphrase the key idea back to the room to confirm understanding.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered scenario — coaching a high performer (leader lab), let's look at what comes next."

Transition in. Move into "Calibration — Ensuring Fair and Consistent Ratings" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. What Calibration Is. Cross-manager review sessions designed to catch unconscious bias and rating drift — ensuring standards are applied consistently Facilitator tip: say this in your own words, then ask the group for a real example of "what calibration is" from their own team before moving on.

2. The Halo Effect. Rating someone high in all areas because of one strong quality. Calibration catches this. Facilitator tip: say this in your own words, then ask the group for a real example of "the halo effect" from their own team before moving on.

3. The Recency Bias. Rating based on the last 30 days rather than the full review period. Calibration corrects this. Facilitator tip: say this in your own words, then ask the group for a real example of "the recency bias" from their own team before moving on.

4. The Equity Check. Are comparable performers rated comparably? Are any protected-class patterns emerging in ratings? Calibration surfaces this. Facilitator tip: say this in your own words, then ask the group for a real example of "the equity check" from their own team before moving on.

5. Your Role. Come to calibration sessions prepared with specific evidence — documented behaviors and results, not impressions Facilitator tip: say this in your own words, then ask the group for a real example of "your role" from their own team before moving on.

Engage the room. Ask for a show of hands: who has faced a situation like this in the last month?

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered calibration — ensuring fair and consistent ratings, let's look at what comes next."

Transition in. Move into "Phase 2 Do/Don't — Feedback & Performance" by linking it to the previous slide. Give the group a one-sentence "why this matters" before walking through the points below.

Talking points (walk through each in order):

1. DO. Give feedback tied to observed behaviors: "In the last two weeks, I observed..." Facilitator tip: say this in your own words, then ask the group for a real example of "do" from their own team before moving on.

2. DO. Document all coaching conversations within 24 hours with specific details Facilitator tip: say this in your own words, then ask the group for a real example of "do" from their own team before moving on.

3. DO. Partner with HR early when performance starts to chronically slip Facilitator tip: say this in your own words, then ask the group for a real example of "do" from their own team before moving on.

4. DON'T. Use subjective labels like "bad attitude" or "lazy" — stick to observable facts Facilitator tip: say this in your own words, then ask the group for a real example of "don't" from their own team before moving on.

5. DON'T. Wait for the annual review to give meaningful performance input — feedback is a continuous conversation Facilitator tip: say this in your own words, then ask the group for a real example of "don't" from their own team before moving on.

6. DON'T. Discipline someone for using protected leave (FMLA/ADA) — this is illegal discrimination Facilitator tip: say this in your own words, then ask the group for a real example of "don't" from their own team before moving on.

Engage the room. Ask: "How does this show up in your team today?" — let two or three people respond.

Timing & transition. Aim for roughly 6–7 minutes on this slide. When the points have landed, transition forward with a short bridge such as "Now that we've covered phase 2 do/don't — feedback & performance, let's look at what comes next."

Bring it home. This is the final slide — "Your 30-60-90 Day Commitments — Phase 2". Use it to consolidate the key messages of the session and connect them back to the participants' day-to-day work. Slow your pace here and make eye contact.

Talking points (walk through each in order):

1. 30 Days — Start Immediately. Schedule regular 1:1s. Set documented SMART goals with each direct report. Facilitator tip: say this in your own words, then ask the group for a real example of "30 days — start immediately" from their own team before moving on.

2. 60 Days — Build the Practice. Provide specific, SBI-based feedback weekly. Ask what barriers employees are experiencing. Facilitator tip: say this in your own words, then ask the group for a real example of "60 days — build the practice" from their own team before moving on.

3. 90 Days — Demonstrate Mastery. Conduct a mini-calibration session for your team. Identify any employees who may need a formal coaching plan. Facilitator tip: say this in your own words, then ask the group for a real example of "90 days — demonstrate mastery" from their own team before moving on.

4. L2 Certification Prep. Review the PIP Template. Practice a PIP delivery role-play with a colleague before your formal observed assessment. Facilitator tip: say this in your own words, then ask the group for a real example of "l2 certification prep" from their own team before moving on.

5. Remember. Training is 10% of development. The other 90% is on-the-job application. Facilitator tip: say this in your own words, then ask the group for a real example of "remember" from their own team before moving on.

Engage the room. Pose a quick scenario and ask the group how they would apply this principle.

Wrap-up. Aim for 6–7 minutes. Recap the single most important takeaway, point participants to the quiz and scenario exercises for this module, and thank them for their engagement.