Basic information of how to conduct high middle and low conversations with staff

1. High..Middle..Low..
By: Rachel Provau

2. Conducting High Middle Low conversations
Step 1
• Complete assessment of your team members using the differential tool
• Document your assessment on the highmiddlelow ® Leader/Supervisor Review
Grid.
• Review and approve this list with your supervisor prior to conducting
conversations.
Step 2
• Plan schedule for conversations. Start High, then Middle followed by Low
performers.

3. Conducting High Middle Low conversations
Step 3
• Prepare notes for each of your conversations.
High
Medium – Support, Coach, Support model
Low – D E S K model (Describe, Explain, Show & Know)
Step 4
• Complete the conversations. Record the date of the initial conversation on the
Leader/ Supervisor Review Grid
• Indicate a date for follow up discussion for middle and low performance
conversations.

4. Conducting High Middle Low conversations
Step 5
• Review and discuss completed conversations with your supervisor.
• Make a copy of your Leader/Supervisor Review Grid – keep one for yourself and
provide one to your leader.
Step 6
• Conduct follow up conversations on achieving and under-performing team
member.
• When appropriate, follow through on consequences of not changing behavior.
• Communicate with your HR Director when necessary.

5. Highmiddlelow ® Conversations
• What it is?
• Why we do it?
• How we do it?

6. Implementation Timeline.
High
Totals & Due Date
Middle
Totals & Due Date
Low
Totals & Due Date
Example
For Department with 60 Team Members
Department Implementation Timeline
Department: ___________________
Department Leader: ___________________
Total Number of Team Members: _____________________

7. Differentiating Leaders Worksheet
Overall:
• Aggressively asks for input from staff?
• Becomes complacent when goals are met. Is a spectator who waits for
someone else to go first.
• Only knows how to impact their own department/ organization to get a
task accomplished. Does not transfer knowledge or information across
the organization/ system.
Behavior:
• Requires coaching to make tough decisions.
• Does not make excuses.
• Loyal to staff rather than patients.
Safety Awareness:
• You relax when you know they are scheduled.
• Helps manager to be aware of problems.
• Passive aggressive.

8. Differentiating Leaders Worksheet
Professionalism:
• Demonstrates little commitment to the work unit and the organization.
• Adheres to unit policy concerning breaks, personal phone calls, leaving
the work area, and other absences from work.
• Committed to improving performance of the work unit and
organization. May require coaching to fully execute.
Teamwork:
• Usually adheres to unit policies, concerning breaks, personal phone
calls, leaving the work area, and other absences from work.
• Demonstrates high commitment to making things better for the work
unit and organization as a whole.
• Does not communicate effectively about absences from work areas.
Handles personal phone calls in a manner that interferes with work.
Breaks last longer than allowed.

9. Differentiating Leaders Worksheet
Knowledge & Competence:
• Eager to change for the good of the organization.
• Invested in own professional development.
• Shows little interest in improving own performance or the
performance of the organization.
Communication:
• Comes to work with a positive attitude.
• Usually comes to work with a positive attitude.
• Comes to work with a negative attitude.

10. Leader/ Supervisor Review Grid
Highmiddlelow ® Conversation Tracking Log
Name Rating
HML
Initial
Meeting Date
Follow up Date/Comments

11. Handling Difficult Situations..

12. Tips for Handling Difficult Situations..
Strategies to handle difficult situations during
conversations with medium and low performers.
Situation
Reactions
to Avoid
Strategies
for
response

13. Highmiddlelow ® Performer conversations –
Role Play Scenarios.

14. Highmiddlelow – Coaching Guidelines
High – Coaching Guidelines
• Tell them where the organization/department is going
• Thank them for their contribution
• Articulate their specific value or exemplary work
• Ask what they need to be a long-term employee/ what you can do for them
• You can also coach this individual to take on new responsibilities or reach new levels of performance.
Medium – Coaching Guidelines
• Assure that your goal is to retain
• Use the support, coach, support model
• Describe what they do well that you want them to continue
• Identify one single thing they can improve which will have the greatest performance impact
• Ask for their ideas or provide recommendations for specific training or mention to improve or develop
• Ask how you can assist
Low – Coaching Guidelines
• Do not start on positive note
• D: Describe what has been observed
• E: Explain impact of behavior
• S: Show/Tell what needs to be done
• K: Know consequences of continued same performance.