Feed forward is a great mechanism as opposed to feedback. More often, feedback tends to have a connotation of improvement than appreciation while it is meant to do both. Feedback can put people in a moment of justification about why something did not happen or seeking validation for efforts rather than results when somethings not gone well. Feedforward on the other hand can help the team member to reflect on what needs to be achieved (results), where they see themselves on the journey (milestones) and what actions they would like to take to move forward.

When evaluating team members with performance gaps, start by understanding their career goals. Align your feedback with their aspirations, showing how improvements will help them achieve those goals. Highlight their strengths and acknowledge progress made over time to keep them motivated. Remind them you're in their corner, supporting their growth. This balanced approach not only encourages them but also provides clear guidance for further development, reinforcing that they're on the right path.

As a leader, addressing performance gaps requires a balance of empathy, clarity and encouragement. Start with an open dialogue to understand the team member’s perspective and the challenges they face. Collaboratively set clear, achievable goals, breaking them into smaller milestones with a timeline and ensure these are 100% understood. Offer regular feedback and recognize progress to maintain motivation. Also, you need to avoid these common pitfalls: 1)Focusing only on the negative—balance feedback by highlighting strengths too. 2)Micromanaging—give space for growth; act as a coach, not a controller. 3)Delaying the conversation—address issues early to prevent escalation. This approach helps in guiding improvement without demotivating.

In my experience the most effective strategy is to ask them how they think they are doing? More than likely they already know. Create a safe space to have the dialogue, it’s not about what’s right and wrong as much as it is about the impact of the inaccuracy. When a person is faced with the impact of their actions that’s the motivation to change. From there, give them an opportunity to be part of the plan versus executing your plan. Questions like, “what do you think you need to do to improve? What support do you need from me?” When your employee is the master of the plan they are more likely to rise to the occasion, if they can.

It will be unusual if the team member does not already know there is a performance gap, so adopt a supportive stance to remove work-related obstacles and work through them TOGETHER. If there are motivational hurdles, help the team member get their head back in the game.