To navigate this delicate situation, I suggest focusing on creating mutual purpose—a shared goal that both you and your higher-ups can agree on. Leveraging tools like the CRIB or STATE skills could help foster constructive dialogue. Here’s how you can approach the conversation:

1. Share Your Perspective with Facts and Context

Begin by framing your conversation with clear, objective facts and the story they tell. For example, you might say:

"As a manager, I see it as my role to set clear expectations, provide balanced feedback, and reward progress while upholding high standards. Since I began working with ABC, I’ve addressed both his performance and attitude, and I’ve seen meaningful improvement. For example, he’s been more deliberate in how he communicates, responds to issues, and interacts with customers. I’ve also heard positive feedback from clients. His efforts align with the learning plan we implemented to ensure he handles high-visibility projects more effectively in the future."

2. Show Alignment with Their Concerns

Acknowledge the past issues and express your understanding of their perspective to build trust. For example:

"I realize that past challenges, particularly with last year’s project, still weigh heavily on the team. I want to assure you that I take these concerns seriously and am committed to ensuring ABC doesn’t repeat those mistakes. At the same time, I want to balance accountability with recognition to keep him motivated and progressing."

3. Invite Their Input

Create an open space for their concerns and ideas. Ask questions like:

"What are your main concerns about recognizing his recent improvements? Are there specific ways you think we could address these concerns while supporting his growth?"

This approach allows them to share their thoughts, making it easier to find common ground.

4. Propose a Collaborative Solution

Frame the challenge and suggest working together on a plan that satisfies both parties. For instance:

"I believe we can recognize his progress while still emphasizing our high standards. For example, instead of a public reward, we could consider alternatives like a written note of appreciation, a small gift card, or an acknowledgment in a private meeting. Do you think this approach could address both our goals?"

5. Brainstorm New Strategies

Invite creative ideas that balance recognition with accountability. For example:

• A personal acknowledgment from leadership.

• Small, private rewards (e.g., extra PTO or a team lunch).

• Continued monitoring with incremental recognition for sustained progress.

The key is to build a plan that aligns with your team’s values while reinforcing ABC’s motivation to keep improving.

In Closing

Balancing recognition and accountability can be tricky, but by focusing on mutual purpose and involving your higher-ups in the process, you’re likely to find a solution that works for everyone.

Best Regards, 

Yougesh

For more details, visit our website: https://byldgroup.com/