๐ฆ๐ฐ๐ฒ๐ป๐ฎ๐ฟ๐ถ๐ผ: ๐ง๐ต๐ฒ ๐๐ผ๐ฎ๐ฐ๐ต๐ฎ๐ฏ๐น๐ฒ ๐ฌ๐ฒ๐ ๐ฆ๐๐๐ฐ๐ธ ๐๐บ๐ฝ๐น๐ผ๐๐ฒ๐ฒ
Letโs say - Ritu is a team manager.
One of her team members, Sameer, is smart and well-liked.
But lately, he's slipping.
โข Missed timelines
โข Vague updates
โข Quiet in meetings
Ritu hesitates to address it directly.
โHeโs usually good,โ she tells herself.
โI donโt want to demotivate him.โ
Weeks pass.
Work quality dips.
Tension rises.
๐ง๐ต๐ฒ ๐ฟ๐ฒ๐ฎ๐น ๐ฝ๐ฟ๐ผ๐ฏ๐น๐ฒ๐บ?
Ritu is waiting for performance to fix itself.
But without timely feedback, Sameer canโt course-correct.
๐ช๐ต๐ฎ๐ ๐ฌ๐ผ๐ ๐๐ฎ๐ป ๐๐ผ ๐ฎ๐ ๐ฎ ๐ง๐ฟ๐ฎ๐ถ๐ป๐ฒ๐ฟ ๐ผ๐ฟ ๐๐ผ๐ฎ๐ฐ๐ต:
Introduce the A.I.R. Feedback Framework โ to hold performance conversations with empathy and clarity:
1. Awareness โ โHereโs what Iโm noticing...โ
2. Impact โ โHereโs how itโs affecting the team/projectโฆโ
3. Request โ โHereโs what needs to change moving forwardโฆโ
Also, encourage a coaching mindset:
Ask instead of accuse.
Guide instead of guard.
Example:
โSameer, I noticed a delay in your last two deliverables. Itโs affecting team timelines. Whatโs getting in the way? How can we support you to improve this?โ
๐ง๐ฟ๐ฎ๐ถ๐ป๐ถ๐ป๐ด ๐๐ป ๐๐ฐ๐๐ถ๐ผ๐ป:
โข You conduct a role-play exercise:
โ One manager, one underperforming team member.
โ Trainer observes tone, clarity, emotional control.
โข After the feedback is delivered, switch roles.
โ Let the โemployeeโ explain how it felt.
โข Debrief:
โ What built trust?
โ What triggered defensiveness?
๐ง๐ต๐ฒ ๐ฅ๐ฒ๐๐๐น๐?
โข Issues addressed early, not emotionally
โข Team members feel supported, not judged
โข Managers lead with clarity, not avoidance
๐ง๐ฎ๐ธ๐ฒ๐ฎ๐๐ฎ๐:
Feedback doesnโt have to bruise. It can build.
Train your managers to lead tough conversations with heart and structure.
Because silence doesnโt help people grow - it just leaves them stuck.
_________________
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Regards,
Icarians
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