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Job Aid
Problem and Intervention Levels
Purpose: Use this job aid to help you determine the level that problem performance is at and to select an
appropriate intervention.
Problems and interventions
Problem level Example Intervention
level
Example
Single incident,
self-corrected
A bookkeeper accidently sends the wrong
invoice to a supplier, calls the supplier to
apologize, and then sends the correct
invoice.
Informal
conversation
Note that it was a mistake

Discuss what could prevent it in the
future
Single incident,
not yet
corrected
An employee misses work due to ill health
but fails to tell her manager. She doesn't
apologize for failing to notify her manager.
Informal
conversation
Explain that the manager must
always be informed if an employee is
ill and unable to come in to work

Explain where this expectation is
documented

Find out why it happened

Gain agreement that it won't happen
again
Emerging
pattern
An employee is frequently late for
meetings.
Informal
conversation
Explain that punctuality is expected at
meetings

Find out why the employee is often
late

Jointly find a solution
Persistent
pattern
An employee continues to neglect
submitting weekly reports, despite
repeated attempts to have her do this.
Formal
intervention
Hold a formal performance meeting,
documenting the issue and the
agreed solution

Add this documentation to the
employee's file
Disciplinary
issue
An employee gives out confidential
customer information against company
policy and legislation.
Disciplinary
action
The employee is suspended from
duty without pay and receives a
written warning
Course: First Steps for Turning Around a Performance Problem
Topic: Levels of Problem Performance and Intervention
2011 SkillSoft Ireland Limited


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Job Aid
Communicating Performance Issues
Purpose: Use this job aid to help you communicate minor to moderate performance issues appropriately.
Steps for communicating problem performance
Steps Guidelines
1. Describe the
issue
Describe the specific performance issue without generalizing or presuming why the problem
occurred.
2. Describe the
expectations
Clarify what the specific performance expectations are by using metrics (if possible) and direct
the employee to where these expectations are documented, if they are documented.
3. Determine the
cause
Ask the employee what is causing the problem without making assumptions or assigning blame.
After asking in a general and neutral way, you can explore together possible external and
internal causes of the problem.
4. Generate
solutions
Ask the employee for suggestions for improvement before adding any of your own. Discuss the
potential solutions collaboratively.
5. Agree on
solutions
Both you and the employee should agree on the solution or solutions that should be used.
Document them for your own notes and follow up with the employee.
Course: First Steps for Turning Around a Performance Problem
Topic: Steps to Communicate Performance Issues
2011 SkillSoft Ireland Limited

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Job Aid
Communicating Performance Issues
Purpose: Use this job aid to help you communicate minor to moderate performance issues appropriately.
Steps for communicating problem performance
Steps Guidelines
1. Describe the
issue
Describe the specific performance issue without generalizing or presuming why the problem
occurred.
2. Describe the
expectations
Clarify what the specific performance expectations are by using metrics (if possible) and direct
the employee to where these expectations are documented, if they are documented.
3. Determine the
cause
Ask the employee what is causing the problem without making assumptions or assigning blame.
After asking in a general and neutral way, you can explore together possible external and
internal causes of the problem.
4. Generate
solutions
Ask the employee for suggestions for improvement before adding any of your own. Discuss the
potential solutions collaboratively.
5. Agree on
solutions
Both you and the employee should agree on the solution or solutions that should be used.
Document them for your own notes and follow up with the employee.
Course: First Steps for Turning Around a Performance Problem
Topic: Steps to Communicate Performance Issues
2011 SkillSoft Ireland Limited
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Follow-on Activity
Selecting Solutions
Purpose: Use this follow-on activity to guide you in assessing solutions for a known performance issue.
Instructions for use: To use this tool, think about a performance problem one of your reports or even a
colleague has had or is having and answer the following questions. You can print this document, or
recreate the form in a word processing or spreadsheet application, and use it to complete this activity.
If you know the causes of the problem, list them. If not, simply list what you think might be the causes of
this problem.





Now consider if one of the fast fixes clarifying the expectations, providing information needed to carry
out the work, providing needed resources or tools, or providing feedback and support would resolve this
problem. If so, what would you choose to use to resolve the issue?





If you believe that the cause is based on a lack of skill, what could you do to remedy this?





If the problem were about a lack of ability, what could you do to improve performance?





If you believe motivation or poor attitude is causing the problem, how could you work to change the
behavior that could resolve the cause?





What responsibilities would this person need to take on?





What responsibilities should you or the person's manager take on?





Course: First Steps for Turning Around a Performance Problem
Topic: Resolving the Problem
2011 SkillSoft Ireland Limited



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Job Aid
Three Strategies for Persuasive Communication
Purpose: Use this job aid as a summary of the different strategies you can use to communicate
persuasively.
To express yourself clearly and directly
get to the point explain the what, who, when, where, and why
be concise
be direct, but not abrupt
use positive, assertive, decisive language
use simple, specific, concrete language
avoid ambiguous, abstract, or overly technical language
avoid disclaimers, qualifiers (like "unless" or "as long as") or intensifiers (like "very" or "definitely"),
and
avoid loaded language
When you define the benefits of what you're requesting
remember that people always want to know "What's in it for me?" so frame your request in terms
that are appealing to them
think about what the other person will gain and try to avoid by helping you
ask questions to find out more and prompt reflection
tailor the language you use to your audience
don't exaggerate or hype up the benefits, and
don't focus on the benefits for you
To back up your position with compelling information
provide supporting figures or data
make sure the information is accurate and relevant
make sure your sources are credible
if applicable, stress your technical expertise and provide evidence for it, and
make numbers understandable and memorable
Course: Getting Results without Direct Authority: Persuasive Communication
Topic: Using Persuasive Communication to Get Results
Copyright 2012 SkillSoft. All rights reserved.
SkillSoft and the SkillSoft logo are trademarks or registered trademarks
of SkillSoft in the United States and certain other countries.
All other logos or trademarks are the property of their respective owners.
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Follow-on Activity
Communication Record
Purpose: Use this follow-on activity to analyze your own communication with others.
Instructions for use: To use this tool, think about a situation in which you need to make a request or
propose an idea to someone over whom you don't have any authority. Then answer the questions to help
you prepare for the conversation.
1. What result do you want from the conversation?
2. What are the interests of the person you are asking for help?
3. What are the benefits of helping you for that person?
4. How can you back up your position?
5. Taking into account answers to the previous questions, how will you express yourself?
After you carry out the conversation, rate yourself in these three areas:
clarity and directness of your request
how you defined the benefits for the other person, and
how you backed up your position
Course: Getting Results without Direct Authority: Persuasive Communication
Topic: Using Persuasive Communication to Get Results
Copyright 2012 SkillSoft. All rights reserved.
SkillSoft and the SkillSoft logo are trademarks or registered trademarks
of SkillSoft in the United States and certain other countries.
All other logos or trademarks are the property of their respective owners.

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Job Aid
Four Strategies for Overcoming Resistance
Purpose: Use this job aid to review the four strategies for overcoming resistance.
Strategies for overcoming resistance
Strategy Attributes Benefits
Adapt your approach Resist the temptation to keep
pressing
Resisters won't feel pressured into doing what you
want
Work out the resisters' values You can appeal to resisters more efficiently if you
know what their interests and values are
Show an understanding
of the resisters'
emotions
Encourage the people you're
interacting with to share how they
feel about your request or idea
If resisters know you're taking their feelings into
account, they're more likely to listen to your
argument
You need to have good
relationships with those you want to
persuade
Having strong relationships with your coworkers
makes them more inclined to trust you
If the resisters' uncertainties aren't
apparent, you can draw them out
By drawing resisters' concerns out, you can deal with
them head on to try and diminish them
Listen to the resisters'
concerns
You can show you're listening by
paraphrasing concerns and
clarifying any issues
Resisters will feel their input is valued and you
understand their concerns
You can identify the main concerns
and summarize them from resisters'
feedback
By showing them you're taking their thoughts and
concerns seriously, they're more likely to listen to
your ideas
Give a two-sided
argument
Anticipate arguments from the
person you're asking for help
The person you ask for help may be more open to
discussion and may participate in solving the
problem at hand
Prepare your argument to
counteract the resistance
When you give your argument, you can clearly
address the issues the other side might have and
provide powerful answers that make opposition less
likely
Course: Getting Results without Direct Authority: Persuasive Communication
Topic: Overcoming Resistance to Get What You Need
Copyright 2012 SkillSoft. All rights reserved.
SkillSoft and the SkillSoft logo are trademarks or registered trademarks
of SkillSoft in the United States and certain other countries.
All other logos or trademarks are the property of their respective owners.