Hannes conducts the appraisal interview

Again and again Hannes has convinced himself that things are getting better and has not confronted Mustermann. But basically, Hannes has been putting off the crucial conversation for months. Now the time has come. Hannes' supervisor has gotten wind of it and put him under pressure. "Actually, he shouldn't interfere at all", Hannes thinks. But even Hannes - although a superior - is an employee for his boss. "That's the hierarchy, there's always someone higher up."

Hannes has collected facts and is making up a guideline for the conversation with Mustermann. How should he begin? A little small talk? That creates atmosphere. However, too much of it is not good either, he has learned that in training. You shouldn't appear too collegial when the going gets tough. Hannes notes in key words: "Short small talk: weather always suits, asking if he's going skiing." This shot can go into the oven, though. What if the employee jumps right in and asks about skiing vacations? So a more innocuous topic is needed. "How's it going?" Not very creative and he doesn't care, but his boss asks him the same thing all the time.

Then to the problem: 'I'm here today to talk to you...'; 'that sounds too much like interrogation, too dramatic. So more direct: "Mr. Mustermann" - that's a bit formal, distant,' it shoots through Hannes' head. "Esteemed Mr. Mustermann." Exactly, that expresses appreciation, that's what it says in the mission statement. So: "Dear Mr. Mustermann, I am basically satisfied with you." No, Hannes doesn't like that. "Basically satisfied" sounds negative. Then he can just say: "I'm not satisfied with you." But that's rather harsh, like a slap in the face...

Hannes thinks about how he would like it himself? Honest, open, but without hurting, confronting, but keeping a good mood? Hannes is in despair. Should he give up his need for harmony to please his boss?

Hannes is in despair. Should he give up his need for harmony to please his boss?

fall? Disgruntle his employee to have more problems afterwards? But if it goes on like this, it won't work either.

He looks for guidelines and conversation models in leadership training seminar materials. Glasl, the seven escalation levels. These help to address a problem before it escalates. It's not that bad. To talk of escalation would be an exaggeration. Harvard model, integration in conflict resolution. It's a way of assessing mutual needs in order to meet them. That's too consensus and compromise oriented for Hannes. There is no question of needs, Mustermann simply has to work better. Then Hannes finds GROW as a coaching model. Coaching sounds good and solid questioning techniques fascinate Hannes. Circular questions, questions about the inner map, hypothetical questions - that's the theory. To link these in GROW is then too complicated and does not seem appropriate to the facts. After all, Hannes doesn't need to ask any questions, just tell Mustermann what's important to him. Something else comes to Hannes's mind: Communication. In his documents Hannes reaches the limits of his imagination at the word "non-violent". There is no question of violence. And what if the other person no longer knows the feedback rules?

It's maddening. After two hours of preparation Hannes gets himself a coffee. Mustermann is standing by the machine. He is on a private phone call. Hannes looks at him puzzled, Mustermann looks back and asks: "Is something wrong with you? Hannes is annoyed and spontaneously blurts out, "Yes, that you're on the phone and not working. Hannes must have seemed very credible just then. Mustermann interrupts the conversation and goes to the workplace. Hannes is proud to have found such a great conversation starter. A lot can be achieved with common sense.

Now Hannes can continue to prepare. He already has the entry. But how should it continue? Hannes' pragmatism comes to the fore: "It could be that this remark was enough for Mustermann to improve. Let's give him another chance." Satisfied, Hannes turns to his day-to-day business, knowing that he has tackled an employee problem.