Most managers want improvement, but often miss key moments to help it happen. On one hand, when faced with the harsh facts of substandard individual performance, they tend to soften or avoid the truth about mistakes, missed dates, an incomplete project, unacceptable quality of work, and the like. Then, if the problem becomes intolerable, the manager may overreact with an explosive confrontation that results in little long-term behavior change (but a lot of frustration). On the other hand, managers will try to work around the substandard performance, shifting workload to top performers rather than addressing reality directly with the person concerned. There is a better way!