Get a Plan for the Performance Talk You've Been Putting Off
Describe the performance gap. Walk away with a prep sheet — your opening line, talking points, and a response playbook.
Try it now, no account needed
Free to try · Private and encrypted · Takes 2 minutes
What You Walk Away With
Your prep sheet — built for directness, not damage
After the conversation with the advisor, Advizo generates a one-page prep sheet from your session. Not a transcript — a tool designed for a 30-second scan on your phone outside the meeting room.
Performance Accountability Advisor
Addressing missed deadlines and declining quality after reorg
A previously reliable team member has missed three deadlines and dropped in quality over the past month following a January reorg where she took on two new client accounts. The manager has been quietly reworking her output without telling her and hasn't checked in on her workload or capacity.
Before
- Schedule conversation during regular one-on-one (Thursday)
- Don't pull her aside separately — use the expected one-on-one container
- Have specific examples ready: last three deliverables, timeline, rework done
Opening line
“Before we get into the usual stuff, I wanted to check in with you about how things are going since the reorg. You took on two new accounts in January and I realize I haven't asked you how that's actually been. So — how are you doing with it? What's feeling manageable and what's been harder than expected?”
Talking points
- 1Listen first without mentioning deadlines or quality issues
- 2If she says things are fine, be transparent about what you've observed
- 3Acknowledge the reorg and new accounts as context, not excuse
- 4Propose weekly check-ins for the new accounts as support, not surveillance
- 5Frame check-ins as something you should have set up from the start
Watch for
She gets upset or embarrassed when you mention the rework
Let her feel it. Stay calm. Don't backpedal or minimize. Say: "I know this is hard to hear, and I understand if you're frustrated with me for not saying something sooner. I should have. But I'm telling you now because I think you can turn this around and I want to support you in doing that."
She reacts emotionally to learning you've been quietly fixing her work
You don't need to fix her feelings in the moment. Just stay calm, let her react, and come back to "I'm telling you this because I think you can turn it around."
If they say
“"Everything's fine, nothing's wrong"”
"I'm glad to hear that. I do want to be honest with you about something, because I should have said it sooner. The last three deliverables came in past deadline, and I've been doing some rework on them before they go to the client. I haven't flagged it, and that wasn't fair to you. I'm raising it now because I think you can get back to where you were, and I want to help make that happen."
“She expresses concern about the new accounts or workload”
Listen fully. Understand whether this is a capacity issue, a skills gap with the new clients, or something else. Then propose: "I'd like to set up a weekly check-in specifically for the new accounts — not to review your work, just so you have a place to flag anything before it becomes a problem."
After
Document the conversation and agreed plan (when first check-in is scheduled, what was discussed)
Schedule first weekly check-in for new accounts (20–30 minutes, focused on what's on track, what's at risk, where she needs support)
Plan to pull back check-in frequency once things stabilize
Follow up if you want to discuss next steps after the conversation
Create a free account to get your prep sheet after any session.
See How the Advisor Works
The advisor diagnoses first — then builds your plan
A sudden drop from someone who used to be reliable — that's a different situation than a chronic underperformer, and it matters for how you handle it.
Before we figure out the right approach, I need to understand one thing: do you have any sense of what changed about a month ago? Anything you've noticed, or anything she's mentioned?
You've noticed the pattern. Missed deadlines. Work that used to be solid now needs to be redone. You keep telling yourself it'll get better on its own — but it hasn't, and now other people are picking up the slack.
Only 45% of employees clearly understand what's expected of them. That means the performance gap you're seeing might not be defiance — it might be a clarity problem you haven't addressed yet. And every week you wait, the rest of your team watches you tolerate a standard you wouldn't accept from them. But "try harder" isn't a conversation you can actually have.
That's exactly what the Performance Accountability Advisor helps with. Describe what you're seeing, and it diagnoses what's actually behind the underperformance — then builds a prep sheet for the conversation, the expectations you need to set, and the follow-up plan that makes accountability stick.
A plan, not a pep talk
The advisor builds a prep sheet with your opening line, talking points in sequence, and responses to likely pushback. You walk into the room with a tool, not a feeling.
Diagnosis before action
The advisor asks what's changed, when it started, and what you've already tried — then separates skill gaps from motivation issues and builds a plan that addresses the actual root cause, not just the symptoms.
Completely private
Unlike asking your boss or colleague, there's zero risk of looking incompetent. Your conversations are private, encrypted, and never used to train AI.
A plan, not a pep talk
The advisor builds a prep sheet with your opening line, talking points in sequence, and responses to likely pushback. You walk into the room with a tool, not a feeling.
Diagnosis before action
The advisor asks what's changed, when it started, and what you've already tried — then separates skill gaps from motivation issues and builds a plan that addresses the actual root cause, not just the symptoms.
Completely private
Unlike asking your boss or colleague, there's zero risk of looking incompetent. Your conversations are private, encrypted, and never used to train AI.
How It Works
Describe what's happening
Tell the advisor what the employee is doing, when the performance shifted, and what you've tried so far.
Get a diagnosis and game plan
The advisor identifies what's driving the underperformance and builds an approach — what to say, how to set clear expectations, and what to watch for.
Take your prep sheet into the room
Your one-page plan: opening line, talking points, a response playbook, and follow-up checkpoints. Built for a 30-second scan outside the meeting room.
Describe what's happening
Tell the advisor what the employee is doing, when the performance shifted, and what you've tried so far.
Get a diagnosis and game plan
The advisor identifies what's driving the underperformance and builds an approach — what to say, how to set clear expectations, and what to watch for.
Take your prep sheet into the room
Your one-page plan: opening line, talking points, a response playbook, and follow-up checkpoints. Built for a 30-second scan outside the meeting room.
Your situation stays between you and the advisor
- Conversations encrypted with AES-256
- Your data stays yours
- Never sold to third parties
- Never used to train AI models
Common Questions
Ready to have the conversation?
Describe the performance gap and get a specific plan: what's driving it, what to say, and how to set expectations that actually stick.