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A performance conversation begins with a shared understanding of what good work means in the role.
Move from general descriptions to examples
A manager and employee may interpret “excellent performance” differently. Discuss an example of a useful result and one that needs improvement. What distinguishes them: accuracy, timing, or coordination? An example makes the expectation easier to understand and discuss.
Review what the role can influence
Before connecting an expectation with a measure, discuss what the person can influence and what depends on others. This does not remove accountability; it clarifies its boundaries. When a result depends on several teams, make shared responsibilities, handovers, and reviews explicit.
Agree on what the data means
A measure needs a definition: what is counted, where does the information come from, and when is it reviewed? Different definitions can create disagreement unrelated to performance itself. Write the definition in plain language and review it with the people who will use it.
End with a step to try
Instead of ending with a general judgment, agree on a practical step, any support needed, and a time to review it. The step might involve practice, clearer priorities, or better coordination. Use the follow-up to understand and adjust the experience, rather than repeat the previous assessment.