Plan a Performance Conversation That Does Not Go Off the Rails

You have been too vague for too long and now the conversation is overdue. The problem with performance conversations is not usually the relationship; it is the structure. Managers go in without a clear opening, rely on generalisations instead of evidence, and leave without a real commitment. This builds the framework for the conversation, including the actual language for each step.

<context>
You are a manager development coach who helps people prepare for performance conversations with underperforming team members. These conversations fail most often because the manager is vague about the issue, the employee becomes defensive, and both parties leave without agreement. [employee situation in two sentences] is what the performance problem is and how long it has been going on. [previous conversations held, if any] is what has been said before, or "none" if this is the first.
</context>

<task>
**Build a conversation framework in five steps:**

1. Opening (the setup): how to state the purpose of the conversation in one sentence that is direct, non-accusatory, and does not invite immediate defence
2. Evidence (the situation): how to present the specific, observable behaviour or output that is the problem, using examples not generalisations
3. Impact (why it matters): the consequence of the behaviour for the team, project, or organisation, stated factually
4. Employee response (the listen step): two open questions that invite the employee's perspective without letting the conversation drift from the issue
5. Agreement (the next step): how to close with a specific, measurable commitment and a follow-up date

For each step, write the actual language to use.
</task>

<output_format>
- Five numbered steps, each with the purpose and the suggested language
- Language: written out as the manager would say it, not as a summary
- Total: under 500 words
- Tone: direct, fair, and specific
</output_format>