Difficult Conversation Planner

A difficult conversation can go off course before the employee answers the first question. The supervisor arrives frustrated, the issue is described too broadly, and several old complaints get mixed into the conversation. Preparation gives the discussion a clear purpose.

A plan for the conversation that needs to happen

The FLS Difficult Conversation Planner helps first-line supervisors organize performance, behavior, and accountability concerns. Work through the facts, the actual issue, the expected standard, the employee's likely response, and the follow-up you need.

• Identify the behavior or performance gap you need to address.
• Separate what you observed from what you assume.
• Prepare questions that help you understand the employee's explanation.
• Define the correction and how you will check progress.

Use it before the conversation

Start with one specific issue. Write down the examples that support it and the expectation that applies. Then consider what you still need to ask. An employee may disagree with your interpretation; your preparation should help you listen without losing the purpose of the meeting.

Use the plan as a guide, rather than trying to memorize a speech. Close with a clear next step and a follow-up you can actually complete. For a practical example, read how to lead a difficult employee.

Choose the preparation tool that fits the issue

Before You Counsel an Employee focuses on facts, expectations, policy, and the outcome of counseling. This conversation planner helps organize how you will address the issue and keep the discussion productive. Both sit alongside the broader supervisor field tools.

The Conversations and Documentation Pack includes this planner alongside counseling preparation, employee check-ins, report review, and a shift debrief.