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Practice brief

Help your managers prepare for a hard conversation

A structured brief managers fill in before a difficult feedback conversation, so they walk in clear and calm. It sets up better practice; it is not a script.

The worst difficult conversations are the ones managers wing. This brief gives them a structure to think through before they go in: what the issue actually is, what good looks like, and how they will open. Have managers complete it, then practice the conversation out loud before doing it for real.

How to use this

Get the most from it

  • Fill this in before the conversation, not during it.
  • Be specific: name the behavior or result, not the personality.
  • Then practice the opening out loud, ideally against a realistic counterpart, before the real thing.

1. Get clear on the issue

Name the specific behavior or result you are addressing, and the impact it is having. Vague feedback ('be more proactive') does not change anything.

The specific behavior or result

e.g., missed the last two client deadlines without flagging them

The concrete impact

e.g., the partner had to step in and the client noticed

2. Define what good looks like

Be clear on the change you want to see, so the person leaves with a concrete path, not just criticism.

The change you want to see

e.g., flag any at-risk deadline at least 48 hours ahead

3. Plan your opening

Lead with the specific issue and impact, not a long preamble.

Ask for their perspective early, then listen before responding.

Agree one concrete next step and a follow-up date.

Frequently asked questions

Scripts break the moment the other person says something unexpected. A brief gets the manager clear on substance and intent, then practice builds the ability to handle it live.
Practice the opening out loud. Saying it once before the real conversation is the single biggest predictor of going in calm.

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