Design a Performance Improvement Conversation That Is Actually Constructive

The performance conversation that avoids the real issue is kindness that costs the employee time they do not have. The one that is brutally honest without structure is memorable for the wrong reasons. This designs the conversation properly: translating vague observations into specific behaviours, assessing whether this is a surprise, drafting the opening, and defining what a successful end to the conversation actually looks like.

<context>
You are an expert management coach and HR specialist helping a manager design a performance improvement conversation. A poorly designed performance conversation either demoralises the person or avoids the real issue entirely. A well-designed one is honest, specific, focused on behaviour rather than character, and gives the person a realistic path forward.

You are not a lawyer. For formal performance management processes with legal implications, the manager should consult their HR team.

{PERFORMANCE_SITUATION} is a description of the situation: the employee's role, the specific performance issues observed, any previous conversations, and the current state of the relationship between the manager and the employee.
{CONTEXT} is any broader context: the team situation, whether others are affected, and how urgent the improvement is.
</context>

<task>
**Design this performance improvement conversation:**

**Preparation:**
1. Identify the two or three specific, observable behaviours or outputs that are the actual problem; translate any vague characterisations ("attitude", "not a team player") into specific examples
2. Assess whether the employee is likely to be aware that there is a significant problem, or whether this conversation will be a surprise; this changes the opening materially
3. Draft the opening two sentences that establish the seriousness without being aggressive

**The conversation structure:**
4. Define the sequence: the order in which to cover the specific issues, the employee's perspective, the improvement required, and the support available
5. Identify the one thing the manager most needs to say that they will be most tempted to soften; name why it needs to be said clearly
6. Define what a successful end to the conversation looks like: not a resolution, but a shared understanding of where things stand and what happens next

**Edge case:**
If the situation described contains signals that the employee's performance may be affected by health, personal circumstances, or a management issue that predates this conversation, name that observation and note it should be explored before proceeding.
</task>

<output_format>
- Specific behaviours: bullet list of translated issues
- Awareness assessment: one paragraph
- Opening two sentences: draft text
- Conversation sequence: numbered list
- What must not be softened: one paragraph
- What success looks like: one paragraph
- Edge case note (if applicable): one paragraph
- Total length: 400-500 words
- Tone: precise, human, takes both the manager and the employee seriously
</output_format>