How to conduct effective performance discussions during times of organizational change and uncertainty.
As organizations navigate upheaval, managers need practical, human-centered approaches to performance conversations that support clarity, engagement, and growth, even when goals shift, teams feel unsettled, and milestones move tomorrow. This guide offers sustainable strategies, actionable steps, and mindful language to keep conversations constructive, fair, and forward-looking during uncertain periods.
Published August 12, 2025
In times of organizational change, performance discussions must balance accountability with empathy, clarity with flexibility, and short-term priorities with long-term development. Leaders should establish a predictable rhythm for check-ins, even when projects pivot or resources reallocate. Begin by identifying the core outcomes that remain essential despite upheaval, and translate them into concrete, measurable expectations that employees can influence. Use nonjudgmental language to acknowledge that strategies may evolve and that failures can yield valuable learning. Provide a safe space for employees to voice concerns, ask questions, and propose alternatives. The goal is to align effort with evolving priorities while preserving trust.
A successful performance conversation during change begins with transparent context. Managers should outline the driving forces behind the transition, the expected impact on teams, and the criteria by which performance will be assessed in this period. Ground the dialogue in observable behaviors and verifiable results rather than vague impressions. Invite input from the employee about obstacles and resources needed to adapt, and collaboratively adjust objectives to reflect new realities. Document decisions clearly and share them promptly, so there is a common understanding of expectations. When possible, connect performance targets to broader organizational goals to reinforce purpose.
Aligning goals with evolving priorities without sacrificing development.
Trust becomes the foundation of effective discussions when organizations face volatility and ambiguity. Leaders must demonstrate consistency, fairness, and openness, even if the news is difficult. One practical approach is to separate the evaluation of past performance from the changes affecting the present and future. Review what was achieved under prior expectations while acknowledging the adjustments necessary now. Then shift to what can be accomplished under the new framework. By explicitly distinguishing these timelines, managers avoid implying blame for factors outside the employee’s control. This clarity helps maintain motivation and reduces resistance to change.
In addition to clarity, managers should emphasize behavioral indicators that are within an employee’s influence. Focus on collaboration, adaptability, problem-solving, and communication quality rather than sole efficiency metrics. During uncertain periods, skill development becomes a shared objective; discuss opportunities for targeted learning that aligns with new needs. Offer stretch assignments, mentorship, or micro-projects that demonstrate progress under the revised conditions. Celebrate incremental gains to reinforce momentum, while acknowledging that some goals will require iteration. When feedback is constructive, pair it with practical next steps to empower ownership and continuous improvement.
Practical language that sustains clarity and reduces defensiveness.
Aligning goals with evolving priorities is essential to sustaining momentum. Begin by restating the organization’s revised mission and translating it into team-level outcomes that are specific, measurable, attainable, relevant, and time-bound. Ensure that each employee understands their role in delivering these outcomes, even if the scope shifts. Create a simple, transparent tracking system that highlights progress, blockers, and dependencies. This visibility reduces ambiguity and helps individuals prioritize tasks that have the greatest strategic impact. Regularly review the plan with the employee to confirm alignment and adjust as necessary. The process itself communicates stability amid upheaval.
Beyond aligning tasks, consider how changes affect motivation and engagement. People respond to uncertainty in different ways; some crave structure, others seek autonomy. Offer a balance that accommodates both needs: clear expectations and room to experiment. Encourage employees to propose alternative approaches, timelines, or resource allocations that still meet the revised objectives. Recognize that autonomy can drive ownership, while structure provides reliability. When possible, link performance discussions to well-being considerations—workload, burnout risk, and available support—so conversations address the whole employee, not just outputs. This holistic approach sustains performance without sacrificing humanity.
Practical steps to run effective performance conversations during upheaval.
The words used in these conversations shape outcomes as much as the numbers do. Adopt a tone that is factual, not punitive, and specific, not vague. Replace judgments with observable evidence: “I noticed you completed X ahead of schedule,” instead of “You’re not meeting expectations.” Frame challenges as shared problems to solve: “What obstacles are inhibiting progress, and how can we remove them together?” Emphasize forward momentum and collaboration: “What will help you succeed in the next 60 days?” Finally, document commitments in plain language so there is no ambiguity about next steps, accountability, or timelines. When language is precise and collaborative, employees feel respected and empowered.
Additionally, practitioners should prepare for emotional dynamics that accompany change. Acknowledge uncertainty as a natural response and validate feelings without letting them derail strategic objectives. Create space for breathing room between conversations—short, focused meetings followed by time to reflect can reduce stress and improve decision quality. Use reflective prompts to help employees articulate their own priorities and concerns. This practice not only improves the quality of feedback but also signals psychological safety. By attending to emotional currents, leaders can preserve performance gains that might otherwise be lost to anxiety or disengagement.
Bringing clarity, care, and accountability into practice.
A practical framework begins with a clear purpose: what is the desired outcome of the discussion, and how will success be measured under current conditions? Next, prepare by gathering relevant data on performance, context, and resource constraints. During the meeting, start with context-setting, then invite the employee to share their perspective, challenges, and ideas. Maintain a collaborative tone, ask open-ended questions, and validate responses before proposing adjustments. Agree on specific actions, owner responsibilities, and realistic timelines. Conclude with a concise summary and a written plan that both parties endorse. Follow up promptly to maintain accountability and demonstrate that the organization is committed to sustained progress.
Another essential step is to establish a consistent cadence for reviews during change. Irregular or infrequent conversations magnify uncertainty and erode trust. A predictable schedule—monthly or biweekly—provides regular opportunities to recalibrate goals, address blockers, and celebrate progress. Use these sessions to monitor morale and workload, ensuring workloads remain manageable in turbulent times. If external conditions shift again, update objectives transparently and explain the rationale to the team. The discipline of consistent check-ins reinforces stability and signals that leadership remains attentive and capable.
Finally, integrate these conversations into a broader performance culture rather than treating them as episodic events. Build a library of guiding principles for change-era discussions: clarity over ambiguity, accountability with support, and learning as a continuous habit. Encourage managers to share successful techniques and to model vulnerability by discussing their own adaptation processes. When teams see leadership taking responsibility for both people and outcomes, trust deepens and collaboration strengthens. The result is an organization that navigates uncertainty with endurance, drawing on clear metrics, fair processes, and a shared commitment to growth, even when the future remains partly unknown.
To make these practices stick, invest in training and resources that reinforce their application. Provide managers with templates for goal-setting under changing conditions, check-in prompts that elicit actionable insights, and FAQs that clarify policy nuances during transition periods. Offer coaching or peer-support groups so managers can learn from one another’s experiences. Evaluate the effectiveness of performance discussions through short surveys focusing on clarity, fairness, and usefulness. When the organization commits to ongoing improvement, employees perceive change as an opportunity rather than a threat, and performance naturally follows suit, fueling resilience and sustained growth across teams.
