Complete every item on this checklist before you walk into the conversation. Preparation is what separates a professional corrective conversation from an emotional confrontation.
Not an attitude, not a feeling — a specific action or pattern of actions I can describe in factual terms.
At least two documented occurrences. I am not relying on hearsay or general impressions.
The expectation was previously communicated — the person cannot reasonably claim ignorance of the standard.
I know the operational, team and standards impact — and can explain it without resorting to "because it's the rule."
My conversation will be about actions and impact — not who the person is or what I think of them.
My emotional state is stable. I am not going into this conversation frustrated, angry or anxious.
Whether I like or dislike this person has no bearing on the conversation. This is about the standard.
I have considered what the person might say and how I will respond calmly and factually.
Each step is written out — Behaviour, Reason, Action, Check, Encourage. I know what I am going to say.
The action required is specific and observable — not vague or open to interpretation.
I have planned a Check question that requires a real response — not just "do you understand?"
The person understands the behaviour, the impact, the required change and believes I will follow through.
I know when and how I will check that the behaviour has changed — and what I will do if it hasn't.
No audience. Corrective conversations are never held in front of the team.
Not immediately after an incident while emotions are high. Not at the end of a shift when the person is leaving. Not in a public area.
I have arranged for the space and time to be uninterrupted for the duration of the conversation.
If every box above is checked, you are prepared. If any box is unchecked, address it before proceeding. A prepared conversation is a professional conversation. An unprepared one is a confrontation.
Source: The Workplace Field Manual: Building Discipline Without Breaking Morale — Neil Toohey · workplacefieldmanual.com · © 2025