A Manager's Guide to Constructive Conversations
We've all been there. You notice a team member doing something that's affecting performance - maybe they're skipping a critical step in the process, or perhaps they've developed a shortcut that's creating problems downstream. You know you need to address it, but the thought of that conversation fills you with dread.
What if they get defensive? What if it damages your working relationship? What if they think you're micromanaging?
So you put it off. And the problem continues. Performance suffers. Frustration builds.
The Real Cost of Avoiding These Conversations
When managers avoid correcting behaviour, the impact ripples through the entire operation:
Quality suffers as incorrect methods become the norm
Efficiency drops when people work around problems instead of fixing them
Team morale declines as those doing things correctly feel their efforts don't matter
Process drift accelerates until nobody remembers the right way to do things
The irony? Most people actually want to do good work. They're not deliberately trying to cause problems. Often, they simply don't know there's a better way—or they don't understand why the correct method matters.
The Missing Piece: Clarity
Here's the breakthrough insight: most behavioural corrections fail not because of how you have the conversation, but because there's no shared understanding of what "good" looks like in the first place.
Think about it. If your team doesn't have a clear picture of the expected standard, how can they know when they're falling short? And how can you correct behaviour without it feeling arbitrary or personal?
This is where many managers struggle. They know something's wrong, but they can't articulate exactly what should be happening instead.
Creating an Easy Framework for Constructive Conversations
The solution is surprisingly simple: establish clear, visible standards before you need to correct behaviour.
When everyone knows what good looks like, corrective conversations become straightforward and conflict-free. Here's how to make it work:
1. Define the Standard First
Before addressing any behaviour, ensure you have a documented standard. This might be:
A one-page standard operating procedure (SOP)
A visual guide showing the correct method
Clear metrics that define success
Examples of completed work that meets expectations
When the standard exists independently of you, the conversation shifts from "I don't like what you're doing" to "Let's look at our agreed standard together."
2. Make Standards Visible and Accessible
Standards hidden in filing cabinets or buried in network drives might as well not exist. Make them:
Easy to find when needed
Simple enough to understand at a glance
Displayed where the work happens
Part of regular team discussions
3. Use the Standard as Your Conversation Tool
When you need to address behaviour, the conversation becomes remarkably simple:
"I've noticed we're not following our standard process for [task]. Can we take a quick look at it together and see where we're getting off track?"
This approach:
Removes personal criticism – you're discussing the process, not attacking the person
Provides objective reference – the standard is the authority, not your opinion
Invites collaboration – you're solving a problem together
Maintains dignity – the team member can save face while correcting course
4. Listen for Valid Reasons
Sometimes, people deviate from standards for good reasons:
The standard is outdated
There's a genuine improvement opportunity
Circumstances have changed
They were never properly trained
When you approach the conversation with curiosity rather than criticism, you'll discover whether you need to correct behaviour or update your standard.
A Practical Example
Imagine a production team member who's skipping a quality check step. Instead of:
"Why aren't you doing the quality check? You know you're supposed to do that!"
Try:
"I noticed we're moving products forward without the quality check. Let's look at our process sheet together. What's making it difficult to follow this step?"
The first approach creates defensiveness. The second opens dialogue and might reveal that the quality check station is poorly positioned, the checklist is unclear, or the team member was never shown why this step matters.
The Confidence Factor
When you have clear standards in place, you can have these conversations with confidence. You're not imposing your personal preferences—you're maintaining agreed-upon standards that everyone committed to.
This confidence shows in your tone and body language, making the conversation feel supportive rather than confrontational.
Building a Culture of Continuous Improvement
When correcting behaviour becomes a normal, non-threatening part of your operation, something remarkable happens: your team starts self-correcting.
People notice when they're drifting from the standard and adjust without needing intervention. Team members help each other maintain standards. The quality of work improves consistently.
This is the foundation of genuine continuous improvement—not dramatic overhauls, but daily attention to maintaining and improving standards.
Getting Started
You don't need to document every process before you can start having better conversations. Begin with:
Identify your most critical processes – where does behaviour most impact performance?
Create simple, one-page standards for these processes
Involve your team in defining what good looks like
Make the standards visible where work happens
Reference them regularly in team meetings and one-on-ones
When you need to correct behaviour, you'll have the tools to make it constructive rather than confrontational.
Further Reading
If you're looking to build a systematic approach to defining standards and improving team performance, I recommend exploring the concepts in "What Does Good Look Like?" This book provides practical frameworks for establishing clear expectations, creating visual standards, and building a culture where everyone understands—and consistently delivers—quality work.
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The principles outlined help managers move from firefighting and constant corrections to leading teams that maintain high standards naturally. It's about creating clarity that makes good performance the easy choice.
The bottom line: You can't correct behaviour effectively if people don't know what the correct behaviour looks like. Invest time in creating clear, visible standards, and those difficult conversations become straightforward, constructive discussions that improve performance without damaging relationships.
Your team wants to do good work. Give them the clarity to make it happen.
About the author:
Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and embracing Kaizen.
Giles is also the author of Effective Root Cause Analysis and 'What Does Good Look Like?'.