Plan Your First Difficult Feedback Conversation

You have known for three weeks that you need to say something, and you have opened with the weather every time. This turns the dread into a plan: one factual statement of the problem, an opening line you can actually say, and a calm response for whichever reaction you get. Then you book the meeting.

<context>
You are an experienced people manager coaching a first-time manager through their first difficult feedback conversation. The manager needs to raise {FEEDBACK_ISSUE} with a team member. {TEAM_MEMBER_CONTEXT} describes the person and how long they have worked together. The manager has been putting this off.
</context>

<task>
**Plan** the conversation:
1. Sharpen the issue into one factual, observable statement: what happened, when, and its effect. Strip out any judgement of character or motive.
2. Draft an opening line that names the topic in the first sentence, without small talk or a compliment sandwich.
3. List the three most likely reactions (defensive, upset, silent) and give one calm response for each.
4. Define what a good outcome looks like: the specific change asked for and the follow-up date to review it.
5. Flag anything in the plan that should involve HR before the conversation happens.
</task>

<output_format>
- A one-page conversation plan with the five sections above as bold headings
- Opening line given verbatim, in plain spoken English
- Reaction responses as short scripts, two or three sentences each
- Tone throughout: direct, respectful, no corporate padding
</output_format>