As an HR Business Partner, your role is to set managers up for success by helping them approach performance conversations with intention and clarity. Preparation is the foundation of effective performance dialogues. Rather than relying on memory or improvisation, guide managers to use simple tools—like coaching templates or checklists—to clarify their objectives and anticipate challenges.

One practical way to do this is to provide a structured preparation checklist that managers can use before every performance or development conversation. For example, you might introduce a checklist with prompts such as:

Equipping managers with this kind of checklist, supports them in entering performance and development discussions with confidence, reduces anxiety for both parties, and increases the likelihood of an overall productive outcome. This also models a repeatable process that managers can use for all future conversations, building their capability and ownership over time.

Managers often seek exact words for difficult conversations, but as an HRBP, your goal is to build their confidence and adaptability. Instead of supplying scripts, offer flexible frameworks and guiding questions that managers can use in any situation. One actionable framework you can provide is the SBI Model (Situation-Behavior-Impact):

• Situation: Describe the specific situation where the behavior occurred.
• Behavior: Describe the observable behavior without judgment.
• Impact: Explain the impact of the behavior on the team, project, or organization.

Here’s an example dialogue that demonstrates how you might coach a manager on this as an HRBP:

• Chris: Hey Jake, I have a performance conversation coming up and I’m not sure what to say. Do you have a script I can use?
• Jake: I get that it feels easier with a script, but it’s more effective to use a framework. Try the SBI model: describe the situation, the behavior you observed, and the impact it had. Then ask for their perspective.
• Chris: So, something like, "In yesterday’s meeting (Situation), I noticed you interrupted a colleague several times (Behavior), which made it hard for others to contribute (Impact). Can you tell me what was going on?"
• Jake: Exactly. That way, you’re being specific and inviting a real conversation, not just reading lines.
• Chris: That makes sense. I’ll jot down my main points and use that structure. Thanks, Jake.

In this exchange, Jake models how to guide a manager away from relying on scripts and toward using a flexible, authentic framework. Notice how Chris is encouraged to prepare with specific examples and a clear structure, but not to memorize lines.

True manager ownership extends beyond the initial conversation. As an HRBP, reinforce the importance of follow-through—tracking progress, providing ongoing feedback, and documenting key agreements. After a feedback session, a manager might send a brief summary: "Thanks for discussing your recent project work. As agreed, let's check in next Friday to review your progress on the new timeline." This habit not only reinforces accountability but also signals to employees that their growth is a priority.

By focusing on preparation, frameworks, and accountability, you’ll help managers become more self-sufficient and effective in leading their teams. In the upcoming role-play, you’ll have the chance to practice these skills and see how they build a culture of continuous growth and trust.