As a supervisor, communication can be the most difficult and challenging part of your job. Good communication involves listening, speaking, writing and non-verbal behaviors. Performance management requires good communication.

You are responsible for establishing and communicating performance expectations for each of your employees. Sometimes it is not an easy job, but you must find the courage to address issues and be honest in telling it as it is - always with respect and courtesy.

When an employee does well, tell him or her! Be specific. Build on strengths and foster confidence.

Conversely, when an employee is having a performance problem, it is your job to tell the employee specifically what is needed to be corrected and why. Sometimes the employee doesn’t know that the behavior is not working and a simple discussion can solve the problem. 

• Ask open ended questions and really listen to the response.

• Restate or reflect back the employee's statements.

• Listen with warmth and real interest.

• Talk about job results, not just activities.

• Function as a coach, not an interrogator.

• It is important to provide your employee specific verbal feedback, not vague generalities. Avoid supervision by email.

• Acknowledge good performance immediately and address problems as soon as they arise.

• Have periodic, ongoing progress conversations with your employees.

• Do not limit your interactions to formal appraisals once or twice a year.

• Keep communications open.

• Actively listen to what your employees have to say and keep the discussion on track. 

Use active listening to maximize input from employees and to gain shared understanding. It will enhance reinforcement and redirection of behaviors.

1. Listen. Pay attention to the words, actions, and feelings being expressed.
   
   
2. Paraphrase in your own words. Reflect back what is being said and felt. Check for accuracy and VALIDATE (acknowledge) feelings!
   
   
3. Ask Questions. Ask questions to gain information and to keep focused on the issues.
   
   
4. Recap (using the paraphrasing technique). Create a summary of the entire conversation from the other person’s vantage point. Do not interject your rebuttal or opinion.
   
   
5. Respond. Now that you have listened, heard, understood, and recapped the information, it is your turn to present your ideas.

The Three C’s
When completing performance appraisals or when promoting ongoing feedback, consider using the Three C’s.
Continue a Behavior	Be specific about behaviors or actions the employee has that need to be continued or reinforced.
Change a Behavior	Be specific about the behavior that needs to be changed. For example, if attendance needs improvement, determine by how much and why.
Create a Behavior	A new assignment or project or change in duties will create new expectations. Again, be specific about what is expected and what the employee must do in order for the performance to be considered at a rating of "Achieves Performance Standard."

Your effectiveness in giving and receiving feedback will be enhanced if you are aware of your communication style and that of your feedback recipient. By understanding your communication style and that of your employees, the relationships in the work environment can be more positive and effective. It is a matter of awareness and respect for differences in style.

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