[This is a fourth Message in a series responding to a frustrated manager who inquired about what he should do when his staff won’t respond his feedback, even after repeated requests. You can find the first Message of the series here.]

In our coaching calls with Managers and Partners, one topic that comes up over again relates to how to deal with staff who aren’t stepping up and don’t respond to feedback. After numerous attempts and getting no response, frustrated partners will often put them on a performance improvement plan because they don’t know what else to do. While we’ve seen this strategy work and turn an otherwise struggling performer into a fully engaged team member, we believe there is one more step to take before implementing the PIP. It is a method we call “elevated feedback.”

An elevated conversation isn’t the positive Reinforcing Feedback we mentioned a couple of weeks ago. Nor is it the pleasant Corrective Feedback described last week. Those two feedback methods are the most often used and are usually effective. But for some staff, they need more of a nudge.

This model elevates the conversation to emphasize the staff’s personal responsibility to perform at a higher level. It is respectful, tactful and gives the staff an opportunity to own their lacking performance and follow through.

In order to elevate the interaction, managers use their focus and tone. They must remain calm, allow for awkward silence and be concise in their delivery. This isn’t meant to be a casual chat, but to heighten the importance of the subject at hand. There should be a clear statement of the expectation, followed by facts that show the gap between expectation and performance.

“Alex, I’m concerned about the fact that you aren’t communicating with me about where you are on your projects. We have discussed this several times and you continually choose to remain silent. When you do keep me informed, things go better. What’s going on?”

What will happen next is fairly predictable. While some staff may agree that they are dropping the ball, most will give the various reasons, explanations and excuses why the expectation isn’t being met. This is where managers falter. They try to problem-solve all the reasons given for not following through. Instead, managers should remain resolute with the focus: what ideas do you have to follow through or otherwise close the performance gap? The reasons are irrelevant for this conversation.

There are very few staff who will leave an elevated conversation with a nonchalant attitude. If the manager presents this method as designed, the staff will understand that this isn’t another gentle plea for cooperation. It is a statement that indicates that they are not fulfilling their responsibility to perform, which they have already demonstrated that they are able to do.

The point is to not give up on your staff too quickly because you don’t know what else to do. Often times, they just need that final nudge to get them moving in the right direction. After you have tried the other methods, to no avail, use this elevated conversation and notice your staff stepping up before you give up. Give it a try and let us know how it went for you!