Author: Laurie Grenya

Client: I have an employee who improves after coaching in one area, but then another part of their job starts slipping. It feels like I’m playing whack-a-mole with their performance. How do I help them sustain progress across all responsibilities?

Consultant: That’s a common challenge. Some employees focus so much on improving one skill that they unintentionally neglect other areas. The goal is to build consistency so progress doesn’t come at the expense of other responsibilities.

Client: Okay, but how do I address it without discouraging them?

Consultant: Acknowledge the progress they’ve made and reinforce that improvement is a process, not a one-time fix.

Try this:
“I appreciate the effort you’ve put into improving [specific area]. I’ve also noticed that as this has improved, [another area] seems to be slipping. Let’s figure out how to balance both so you can continue growing without losing ground elsewhere.”

This keeps the conversation supportive while setting the expectation that all areas need attention.

Client: What if they say they’re overwhelmed?

Consultant: That’s important to explore. If they feel stretched too thin, it may be a sign they need better time management or prioritization skills.

You might say:
“I hear that this feels like a lot, and I want to help you succeed. Let’s look at how you’re managing your workload and see if we can find ways to make it more sustainable.”

If necessary, work together to identify where they might need additional support or better structure in their workflow.

Client: Should I set up another performance improvement plan?

Consultant: Not necessarily. If they’re making progress, another formal plan might not be needed. Instead, consider shorter, structured check-ins to reinforce accountability.

You could say:
“Let’s set up brief check-ins over the next few weeks to track progress in all areas. I want to make sure we’re keeping the improvements going while also maintaining other key responsibilities.”

This approach provides ongoing guidance without making it feel like they’re in trouble.

Client: What if they start slipping again after those check-ins end?

Consultant: If the pattern continues, it may indicate a deeper issue with job fit, skill gaps, or ability to self-manage. At that point, a more structured development plan may be necessary.

Try this:
“We’ve worked on sustaining improvement in multiple areas, and I’m still seeing inconsistencies. Let’s revisit what’s working and where the challenges are so we can put a more structured plan in place.”

This shifts the conversation from correction to problem-solving.

Client: So the key is to reinforce balance, check in consistently, and adjust as needed?

Consultant: Exactly. Coaching isn’t about fixing one issue at a time—it’s about building lasting habits that lead to well-rounded success. A structured, supportive approach will help them sustain improvements without letting other responsibilities slide.

And if you ever need help fine-tuning your coaching approach, we’re here to support you.

Client: I have two employees who aren’t getting along, and it’s starting to affect the rest of the team. They’re not openly fighting, but there’s clear tension, and it’s making collaboration difficult. How do I handle this before it gets worse?

Consultant: Addressing this early is a smart move. Unresolved conflicts can spread quickly and impact productivity. The key is to understand the root cause, guide a productive conversation, and set clear expectations for professionalism.

Client: Okay, do I meet with them separately or together?

Consultant: Start with individual conversations. Speaking with each person one-on-one allows you to gather perspectives without putting them on the defensive. Keep the conversation neutral and focused on solutions.

Try this:
“I’ve noticed some tension between you and [other employee]. I want to understand what’s going on and work toward a solution that improves the working relationship.”

This approach creates a safe space for them to share while keeping the focus on resolving the issue.

Client: What if one of them just blames the other?

Consultant: It’s common for people to focus on what the other person is doing wrong. Redirect the conversation toward actions they can take to improve the situation.

You could say:
“I hear that you’re frustrated, and I appreciate your honesty. Let’s focus on what’s within your control—what can you do differently to improve communication and collaboration?”

This helps shift their mindset from blame to accountability.

Client: Once I talk to them separately, then what?

Consultant: If both individuals are open to resolution, schedule a meeting with them together. Set ground rules before the discussion begins:
✔ Keep it professional
✔ Focus on solutions, not blame
✔ Listen to understand, not just to respond

Start with a neutral statement:
“I want us to find a way to work through this so the team can function effectively. Let’s talk about how we can improve communication and collaboration moving forward.”

Framing it this way keeps the conversation productive.

Client: What if they refuse to work together?

Consultant: Unless there’s a serious policy violation or harassment involved, working together is an expectation. They don’t have to be close friends, and professionalism is non-negotiable.

You could say:
“I understand this may not be easy, and I’m not asking for friendship. I do expect professional collaboration. Let’s start with one small action that can help improve teamwork.”

Starting with a small step can make the process feel manageable and less overwhelming.

Client: What if they agree in the meeting, but nothing changes?

Consultant: Follow-through is essential. After the conversation, check in with both employees to reinforce expectations and track progress.

You might say:
“We discussed ways to improve teamwork, and I expect to see changes. I’ll follow up in [timeframe] to ensure progress and provide any needed support.”

If the conflict continues and affects performance, it may require formal intervention.

Client: This is really helpful. So, the key is to listen first, focus on solutions, and follow up?

Consultant: Exactly. Conflict happens in every workplace, and the goal isn’t to eliminate disagreements but to ensure they’re handled professionally. Clear communication and accountability will help your team move forward.

And if you need guidance on structuring these conversations, we are here to help.

Client: Every year, performance reviews feel like a minefield. Employees get anxious, some get defensive, and I feel like no one actually likes the process. How can I make this easier without losing the purpose of the review?

Consultant: You’re not alone—performance reviews tend to bring out stress in everyone, even when the feedback is positive. The key is to make reviews feel like a regular conversation, not a one-time judgment.

Client: Easier said than done! How do I get my employees to stop dreading them?

Consultant: The best way to avoid the big stress of reviews is to eliminate big surprises. If feedback is only happening once a year, of course people will feel nervous.

You might say:
“Performance reviews should just confirm what we’ve already talked about throughout the year. If anything in your review feels like a surprise, that means I haven’t done my job coaching you along the way.”

This shifts the mindset from “annual verdict” to “ongoing conversation.”

Client: Okay, but what about employees who get defensive when they hear anything negative?

Consultant: That’s natural—no one loves criticism. The trick is to make feedback feel like a tool for growth, not a punishment.

Try this approach:

Frame feedback as a path forward: “One thing that would take you to the next level is improving [specific skill]. Let’s work on that together.”

This makes it about improvement, not just critique.

Client: That’s great for individual reviews, but my whole team complains about the process itself. They think it’s a waste of time.

Consultant: Then it’s time to reframe the purpose. People check out when they don’t see the value.

Try saying:
“This isn’t just about evaluating the past—it’s about setting you up for success moving forward. What do you need from me to help you grow in your role?”

When employees see reviews as their opportunity (not just your assessment), engagement goes up.

Client: That makes sense, but I still need to rate people. How do I keep the process fair?

Consultant: Transparency is key. If ratings feel mysterious or subjective, people will question them.

Before the review, outline:
✔ How ratings are determined
✔ What “exceeds expectations” actually looks like
✔ How this connects to career growth

Then, during the review, you might say:
“Here’s why I rated you this way, and here’s what exceeding expectations would look like. Let’s talk about how you can get there.”

Client: What about the employees who are just… average? They’re doing fine, but not great. I don’t want them to think they’re not valued.

Consultant: Good point. “Meeting expectations” doesn’t mean “not good enough.” The trick is to recognize their contributions while encouraging growth.

Try saying:
“You’re a strong performer in [specific area], and the team relies on you. If you’re interested in growing into more opportunities, we can focus on [specific skill or responsibility]. Let’s talk about your interests and what that looks like.”

This way, they know they’re valued, and they also have a path forward if they want one.

Client: What if someone pushes back and disagrees with their review?

Consultant: Stay open and focused. The goal is conversation, not debate.

You could say:
“I appreciate your perspective. My goal is to help you succeed, and this feedback is meant to support that. Let’s talk through what steps we can take together to keep improving.”

If they’re still resistant, shift the focus to action:
“What would success in this area look like to you? Let’s find a way to get there.”

Client: This is really helpful. So the key is no surprises, clear expectations, and making it a two-way conversation?

Consultant: Exactly! Reviews should feel like part of ongoing growth—not an annual judgment. If you set that tone, your team will be less stressed and more engaged.

And if you need help refining your review process, we’re always here to support you.

Client: I’m tired of chasing down timesheets. Every pay period, I have to send multiple reminders, and I still end up with late or inaccurate submissions. How do I get my team to take this seriously without constantly nagging them?

Consultant: I hear you. Few things are more frustrating than scrambling for timesheets when payroll is due. The key is setting clear expectations, making the process as easy as possible, and adding some accountability so it’s their responsibility—not yours.

Client: Okay, but I feel like I already remind them a lot. What else can I do?

Consultant: First, let’s shift the mindset. Instead of making timesheets your responsibility, make it theirs. Start by setting a firm expectation.

Try this:
“Submitting accurate timesheets on time is part of your job—just like showing up to work. Moving forward, I expect everyone to submit their timesheets by [deadline] without multiple reminders. If there’s an issue, let me know before the deadline, not after.”

This makes it clear that it’s their responsibility, not something you’ll chase them for.

Client: That sounds great, but what if they still forget?

Consultant: Then it’s time to add accountability. While not paying an employee on time due to a missing timesheet is a violation in many states, discipline for failing to submit a timesheet isn’t.

You might say:
“Timesheets must be submitted on time so payroll can be processed correctly. If you don’t submit your timesheet, I’ll still have to process your pay, without your input, it may not reflect the correct hours and additional processes will be needed to correct any errors. Moving forward, repeated late or missing timesheets will result in corrective action.”

For non-exempt employees, reinforce compliance:
“Accurate timesheets are legally required. Late or incorrect submissions create compliance issues, so this is a must.”

A natural consequence—such as a written warning or requiring a meeting with you—can often be more effective than endless reminders.

Client: That makes sense, but I also need to make sure the timesheets are accurate. What’s the best way to do that?

Consultant: Accuracy comes down to two things: clear guidelines and spot-checking.

For guidelines, provide a simple checklist:

• Did you record all hours worked?
• Did you include meal and rest breaks (if required)?
• Is your overtime recorded correctly?

Then, implement spot-checks. You don’t need to audit every timesheet. Randomly reviewing a few sends the message that accuracy matters.

You might say:
“I’ll be reviewing timesheets periodically to ensure accuracy. If I find discrepancies, I’ll follow up so we can correct them. Let me know if you have any questions on what’s required.”

Client: What if someone keeps submitting them late or with errors?

Consultant: Then you treat it like any other performance issue.

Try this:
“We’ve talked about this before, and I’m still seeing late/inaccurate timesheets. Moving forward, if this continues, we’ll need to address it formally as a performance issue.”

This makes it clear that it’s an expectation, not a suggestion.

Client: What about making the process easier? Maybe people just forget because it’s annoying?

Consultant: Great point. If the process is clunky, people will put it off. Consider:

-Automated reminders (so the system, not you, does the reminding)
-A simple submission process (mobile-friendly options help)
-A shared calendar reminder (so it’s not all on you)
You might say:
“I know timesheets aren’t the most exciting task, so let’s make this easy. If you set a calendar reminder or use the automated system prompts, it’ll take two minutes instead of scrambling at the last minute.”

Client: This is really helpful. So the key is clear expectations, some accountability, and a streamlined process?

Consultant: Exactly! Set the expectation, make it easy, and follow through. That way, you’re not the timesheet babysitter, and payroll still runs smoothly.

And if you ever need help structuring a policy or handling repeat offenders, we’re here to help.