# Performance Conversation Brief: Senior Engineer Underperformance

## 1. Situation Assessment

### Key Facts

- **Role**: Senior Engineer (previously a top performer as recently as 6 months ago)
- **Performance Issues Observed**:
  - Missed sprint commitments for 3 consecutive sprints
  - Recurring lateness to daily standups
  - Pushing back on peer code review feedback (behavior change)
- **Team Impact**:
  - Two engineers have raised concerns privately
  - Overall team morale is declining
- **Context/Hypotheses**: Possible burnout, personal issues, or disengagement -- the sudden change from top performer to underperformance suggests a root cause worth understanding

### Conversation Goals

1. **Primary**: Clearly communicate that the current performance trajectory is unsustainable and must change
2. **Secondary**: Understand the root cause -- give the engineer space to share what is going on
3. **Tertiary**: Agree on a concrete, time-bound improvement plan with mutual accountability
4. **Preserve**: The relationship and the engineer's dignity throughout the process

### Pre-Conversation Checklist

- [ ] Review the last 3 sprint retrospectives and commitment records for specific examples
- [ ] Pull up code review threads where pushback occurred -- note specific instances, not generalizations
- [ ] Check PTO/leave records for any patterns
- [ ] Confirm with HR that you are aligned on process if this escalates to a formal PIP
- [ ] Book a private room (not a fishbowl conference room) for 45-60 minutes
- [ ] Schedule the meeting for a time that is not right before or after a team event
- [ ] Have water available; no one thinks clearly when they are dehydrated and stressed

---

## 2. Talk Track / Conversation Script

### Opening (2-3 minutes)

> "Thanks for making time for this. I want to have an honest conversation with you -- not as a gotcha, but because I genuinely care about your success on this team and I've noticed some things that concern me. I'd like to share what I'm seeing, hear your perspective, and then figure out a path forward together. Sound okay?"

**Why this works**: It sets a collaborative frame, signals that you are not ambushing them, and asks for consent to proceed -- which gives them a sense of agency.

### Stating the Observations (5-7 minutes)

> "Over the past three sprints, there's been a pattern I need to address directly. Let me walk through what I've observed:
>
> **First, sprint commitments.** In Sprint 14, we committed to [X feature] and it rolled over. In Sprint 15, [Y task] was incomplete at review. And this past sprint, [Z deliverable] missed the deadline as well. That's three consecutive sprints where commitments weren't met.
>
> **Second, standups.** You've been arriving late or missing standups regularly over the past few weeks. The team relies on that sync to unblock each other, and your absence creates gaps.
>
> **Third, code reviews.** I've noticed a shift in how you're engaging with peer feedback. In [specific PR], [Engineer Name] left a suggestion about [specific technical point], and the response was dismissive rather than engaging with the substance. That's happened a few times now, and it's affecting how the team collaborates.
>
> I want to be clear: I'm not questioning your ability. Six months ago you were one of the strongest contributors on this team, and I know what you're capable of. That's exactly why this shift concerns me."

**Key principles**:
- Use specific examples, not generalizations ("you always..." is a conversation killer)
- Separate behavior from identity ("I noticed X behavior" not "you are X kind of person")
- Acknowledge their track record -- this is not an attack on who they are

### Asking for Their Perspective (10-15 minutes)

> "That's what I'm seeing from my side. But I know there's always more to the picture. What's going on? I'd genuinely like to understand."

**Then: stop talking.** This is the hardest part. Let silence do the work. Do not fill the gap. Count to 10 in your head if you have to.

**Follow-up prompts if they give a surface-level answer**:

> "I appreciate you sharing that. Is there anything else -- whether it's work-related or not -- that's been weighing on you? You don't have to share details, but it would help me understand how to support you."

> "Has something changed in the past few months about how you're feeling about the work, the team, or the role?"

**If they mention burnout or personal issues**:

> "Thank you for trusting me with that. That takes courage. I want to figure out how we can address the performance concerns while also making sure you're getting what you need. Those aren't mutually exclusive."

**If they deny there's a problem**:

> "I hear you, and I respect your perspective. But I have to be straightforward -- the data shows a clear pattern, and the impact on the team is real. Even if the intent isn't there, the effect is. So we need to work on this together."

### Transition to the Plan (5-7 minutes)

> "Here's what I'd like to propose. I don't want to hand you a plan -- I want to build one with you. But I do need to be clear about what the baseline expectations are:
>
> 1. Sprint commitments need to be met consistently. If something is at risk, I need to know early -- not at sprint review.
> 2. Standups are non-negotiable for the team's workflow. If you can't make it, a Slack update before standup is the minimum.
> 3. Code reviews need to be collaborative. You don't have to agree with every comment, but the engagement needs to be respectful and substantive.
>
> I'd like to check in weekly for the next four weeks -- just 20 minutes, you and me -- to see how things are tracking. Not micromanagement, just a short feedback loop so nothing festers.
>
> What would help you get back on track? Is there anything I can do -- adjusting workload, pairing you with someone, giving you a day to focus -- that would make a difference?"

### Closing (2-3 minutes)

> "I'm going to send you a short summary of what we discussed and the plan we've agreed to -- just so we're both on the same page. This isn't a formal write-up; it's a shared reference point.
>
> I believe you can turn this around, and I'm committed to helping you do it. But I also have a responsibility to the team, so I need to see consistent improvement over the next four weeks. Fair?"

---

## 3. Handling Defensiveness and Emotional Reactions

### If They Get Defensive

**Signs**: Arms crossed, voice raised, deflecting blame ("the sprint goals were unrealistic," "that reviewer doesn't know what they're talking about"), counter-attacking ("you never gave me clear priorities").

**Response Strategy**:

1. **Do not match their energy.** Lower your voice slightly. Slow down.
2. **Acknowledge without conceding the point**:
   > "I can see this is frustrating, and I understand why. It's not easy to hear this kind of feedback. Let's take a breath."
3. **Redirect to impact, not intent**:
   > "I'm not saying you intended to miss those commitments. But the impact on the team is real regardless of intent. Can we focus on that?"
4. **If they challenge specific examples**:
   > "You might remember it differently, and that's okay. But the pattern across three sprints is what I need us to address. Even if we disagree on one instance, the trend is clear."
5. **If they blame others or external factors**:
   > "I hear that, and I'll look into [their concern] separately. But right now, I need to focus on what's within your control, because that's where we can make progress."

### If They Get Emotional (Tears, Shutting Down)

**Response Strategy**:

1. **Pause. Offer space.**
   > "Take whatever time you need. There's no rush."
2. **Normalize the reaction**:
   > "This is a hard conversation, and I respect that you're being real about how it's landing. That's not a weakness."
3. **Offer a break**:
   > "Would it help to take 5 minutes? We can step out, grab some water, and come back to this."
4. **Do not try to fix their emotions.** Do not say "don't worry" or "it's not that bad." Just be present.
5. **If they reveal something significant** (mental health crisis, family emergency, etc.):
   > "I'm really glad you told me. Let's pause the performance discussion for now. I want to make sure you know about [EAP, company mental health resources, leave policies]. We'll come back to the work side of this once you've had a chance to get support."

### If They Disengage (One-Word Answers, Stonewall)

**Response Strategy**:

1. **Name what you see**:
   > "I'm getting the sense that this conversation isn't landing the way I'd hoped. Am I reading that right?"
2. **Give them an out with accountability**:
   > "If you need time to process this, I understand. But I do need us to come back to this by [specific day]. Can we agree on that?"
3. **Send the follow-up note** and set a 48-hour check-in regardless.

---

## 4. Follow-Up Note Template

**Subject**: Follow-Up: Our Conversation on [Date]

---

Hi [Name],

Thank you for the open conversation today. I know it wasn't easy, and I appreciate you engaging with it honestly.

As discussed, here is a summary of what we covered and the plan we agreed on.

### What We Discussed

- Over the past three sprints (Sprints [X], [Y], [Z]), committed deliverables were not completed on time
- There has been a pattern of arriving late to or missing daily standups
- Peer code review interactions have shifted in tone, with feedback being dismissed rather than engaged with constructively
- [If applicable: You shared that you've been dealing with __________, and I want to acknowledge that context]

### Expectations Going Forward

1. **Sprint commitments**: Deliver on agreed sprint goals. If a commitment is at risk, raise it proactively at standup or via DM to me -- at least 2 days before sprint end
2. **Standup attendance**: Attend daily standup on time. If unable to attend, post a written async update in [#channel] before the standup time
3. **Code review collaboration**: Engage constructively with peer review feedback. Disagreements should be expressed respectfully with technical rationale, not dismissed

### 4-Week Improvement Plan

| Week | Focus Area | What Success Looks Like | Check-In |
|------|-----------|------------------------|----------|
| **Week 1** (Mar 17-21) | Stabilize basics | Attend all standups on time; complete 100% of sprint items committed to (scope can be reduced this sprint if needed); respond constructively to all code review comments | 1:1 on Friday Mar 21 |
| **Week 2** (Mar 24-28) | Build consistency | Same as Week 1; proactively flag any at-risk items by Wednesday; initiate at least 2 code reviews for peers | 1:1 on Friday Mar 28 |
| **Week 3** (Mar 31 - Apr 4) | Demonstrate ownership | Full sprint commitment met; no late standups; positive peer feedback on collaboration | 1:1 on Friday Apr 4 |
| **Week 4** (Apr 7-11) | Sustain and reflect | All metrics sustained; we jointly assess trajectory and discuss path forward | Final review on Friday Apr 11 |

### Support I Am Providing

- [Reduced sprint load for Week 1-2 / pairing arrangement / adjusted priorities -- whatever was agreed]
- Weekly 1:1 check-ins (20 min) for the duration of the plan
- Open door -- if something comes up mid-week, message me directly
- [If applicable: Connection to EAP / HR for personal support resources]

### What Happens Next

If we see consistent, sustained improvement across these four weeks, we close this out and move forward. This is about getting back on track, not building a case.

If improvement does not materialize, I will need to escalate this to a formal performance improvement plan (PIP) with HR involvement. I am telling you this not as a threat, but so there are no surprises. I would much rather we resolve this between us.

### Check-In Schedule

- **Week 1 Check-In**: Friday, March 21 -- [time], [location/Zoom]
- **Week 2 Check-In**: Friday, March 28 -- [time], [location/Zoom]
- **Week 3 Check-In**: Friday, April 4 -- [time], [location/Zoom]
- **Week 4 Final Review**: Friday, April 11 -- [time], [location/Zoom]

Please reply to confirm you've read this and that it accurately reflects our conversation. If anything seems off, let me know and we will adjust.

I meant what I said: I believe you can turn this around, and I'm here to help you do it.

Best,
[Your Name]

---

## 5. Quick-Reference Card (For During the Conversation)

Keep this on your phone or a notecard:

| Moment | Do | Don't |
|--------|-----|-------|
| Opening | Set collaborative frame, ask consent | Jump straight into criticism |
| Observations | Use specific examples with dates | Generalize ("you always...") |
| Listening | Ask open questions, tolerate silence | Fill every pause, interrogate |
| Defensiveness | Acknowledge emotion, redirect to impact | Argue about individual incidents |
| Tears/emotion | Pause, normalize, offer break | Minimize ("it's fine"), rush past it |
| Planning | Co-create the plan, ask what they need | Dictate terms without input |
| Closing | Affirm belief in them, clarify consequences | End on a threat, be vague about next steps |

---

## 6. Additional Considerations

### Timing and Logistics
- Schedule this conversation early in the week (Monday or Tuesday) so you both have the rest of the week to process and begin acting on it
- Do not have this conversation on a Friday -- it leaves the weekend for anxiety to spiral with no outlet
- Allow 45-60 minutes even if you think it will take 30; rushing a conversation like this backfires

### Protecting the Rest of the Team
- Do not share specifics of this conversation with the two engineers who raised concerns
- You can say: "I appreciate you flagging that. I'm aware of the situation and I'm addressing it directly. You'll see things improve."
- If morale continues to decline, address the team dynamic separately without singling out the individual

### Documentation
- Keep a copy of the follow-up note in your own records
- BCC or forward to HR if your company policy requires it
- Date and save any notes you take during the conversation

### If It Turns Out to Be Burnout
- Consider: reduced scope for 2-4 weeks, temporary removal from on-call rotation, a few days of PTO before starting the improvement plan, a conversation about longer-term role fit or growth opportunities
- Burnout is not an excuse to avoid accountability, but it is a context that changes how you calibrate support

### If It Turns Out to Be a Personal Crisis
- Lead with humanity first, performance second
- Connect them with Employee Assistance Program (EAP) resources
- Consider whether a short leave of absence might be more appropriate than an improvement plan
- Document that you offered support and accommodations