Few leaders look forward to performance conversations.

Whether the discussion is about declining performance, inconsistent behaviour or an issue that has been developing over time, it’s natural to feel some level of discomfort. Many leaders worry about saying the wrong thing, upsetting the team member or creating unnecessary conflict.

In our work with veterinary practices, we often find that it’s not the conversation itself that causes the greatest difficulty. It’s the lack of preparation beforehand.

When leaders go into a performance conversation without a clear plan, it’s easy for emotions to take over, important points to be missed or the discussion to drift away from the real issue. Taking time to prepare doesn’t mean rehearsing a script. It means thinking carefully about what you want to achieve and how you’ll help the other person succeed.

Good preparation creates calmer conversations, clearer outcomes and a much greater chance of positive change.

Be Clear About the Purpose

Before arranging a meeting, ask yourself one simple question.

What is the purpose of this conversation?

If the answer is simply, “I’m frustrated,” it’s probably worth taking more time to prepare.

A productive performance conversation should have a clear objective. You might want to clarify expectations around patient handovers, discuss repeated lateness to morning rounds or address inconsistent communication with clients.

Being clear about the purpose helps keep the discussion focused and prevents unrelated frustrations from being introduced simply because the opportunity presents itself.  When both people leave the conversation understanding what needed to be discussed and why it mattered, the chances of meaningful improvement are much higher.

Gather Examples, Not a Long List

Performance conversations should be based on observations rather than general impressions.  Comments such as “You’ve seemed disengaged lately” or “Your attitude has changed” can feel vague and difficult for the other person to understand.

Instead, think about specific examples that illustrate the behaviour you’ve observed. For example, rather than saying a team member isn’t communicating effectively, you might refer to two recent patient handovers where important information was omitted or a client interaction where follow up instructions weren’t clearly explained.

At the same time, avoid arriving with a long list of every issue you’ve noticed over the past six months.  The purpose isn’t to build a case against someone. It’s to discuss the behaviour that needs to change and help the individual understand its impact.

Separate Facts from Assumptions

One of the biggest mistakes leaders make is assuming they already know why a behaviour has changed.

Perhaps a receptionist has become quieter with clients. A veterinary nurse seems less organised than usual. An experienced team member has become less engaged during meetings. It’s easy to fill in the gaps ourselves. Perhaps they’ve lost motivation. Maybe they no longer care. Maybe they’re resisting change. The reality is that we rarely know the full story before the conversation begins.

As you prepare, separate what you know from what you’re assuming. Facts are things you have observed. Assumptions are the explanations you’ve attached to those observations. Going into the discussion with curiosity rather than conclusions creates a much more productive conversation.

Think About the Outcome, Not Just the Issue

It’s easy to spend most of your preparation thinking about the problem. Instead, spend equal time thinking about what success looks like.

Ask yourself:

• What behaviour do I want to see instead?
• How will the individual know they’ve improved?
• What support might they need?
• How will we measure progress?

When leaders are clear about the desired outcome, conversations become much more forward looking. Rather than dwelling on what happened last week, the discussion shifts towards what needs to happen next.

Choose the Right Environment

Where and when you have the conversation matters.

Performance discussions should never feel rushed or be squeezed between consultations simply because it’s convenient. Choose a private location where you won’t be interrupted and allow enough time for both people to speak without feeling pressured.

It’s also worth considering the timing. Having a conversation immediately after a difficult client interaction or at the end of an exhausting day may not produce the best outcome. While conversations shouldn’t be delayed unnecessarily, choosing a time when both people can think clearly often leads to a more constructive discussion.

Prepare Yourself, Not Just the Conversation

Preparation isn’t only about organising your thoughts. It’s also about preparing yourself.

If you’re feeling frustrated, disappointed or annoyed, take time to reflect before the discussion begins.

Ask yourself:

• Am I approaching this to help the person improve?
• Am I focused on the behaviour rather than my frustration?
• Am I prepared to listen as much as I speak?

Leaders who regulate their own emotions create conversations that are calmer, more respectful and far more productive. The goal isn’t to avoid difficult emotions altogether. It’s to ensure they don’t drive the conversation.

Plan to Listen

Many leaders prepare what they’re going to say but spend very little time thinking about what they might hear.

Remember, the conversation is an opportunity to understand as well as communicate. The team member may identify barriers you weren’t aware of. They may need additional training, clearer expectations or support navigating a challenge that’s affecting their work.

This doesn’t mean lowering expectations or avoiding accountability. It simply means recognising that understanding the cause often makes it much easier to find the right solution.

Preparation Builds Confidence

One of the biggest benefits of preparation is that it builds confidence for both people. The leader feels more organised, more focused and better equipped to guide the discussion.

The team member experiences a conversation that is clear, respectful and centred on helping them succeed rather than simply highlighting what they’ve done wrong.  Good preparation also reduces the likelihood of conversations becoming emotional or unfocused because everyone understands why the discussion is taking place and what the desired outcome is.

Better Preparation Leads to Better Conversations

Performance conversations are rarely easy, but they become much more effective when leaders take the time to prepare.

By clarifying the purpose, gathering specific examples, separating facts from assumptions and thinking about the desired outcome, leaders create conversations that are more constructive and more likely to lead to lasting improvement.

Preparation isn’t about making conversations perfect. It’s about giving yourself and your team member the best possible opportunity to have an honest discussion that leads to positive change.

How CCG Supports Veterinary Practices

Preparing for performance conversations is a practical leadership skill that improves with the right tools and guidance. At Crampton Consulting Group, we help veterinary leaders build the confidence to prepare for, deliver and follow up on performance conversations that strengthen accountability while maintaining positive working relationships.

These practical leadership skills are explored throughout CCG’s Leadership Intelligence Program, where leaders learn how to approach difficult conversations with clarity, confidence and consistency. Participants develop practical frameworks that can be applied immediately within their own practice, helping them manage performance issues early and build stronger, more capable teams.

If you’d like to strengthen your leadership capability and feel more confident preparing for performance conversations, learn more about the Leadership Intelligence Program at www.ProvetCCG.com.au or contact our team.

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