Known in this example
The team member accepted the task. The agreed deadline was before Monday’s planning meeting. The plan was not available, so the group could not review it.
Free worked example · fictional situation · no email required
The work was due.
It still isn’t finished.
A team member agreed to prepare an orientation plan for Monday’s meeting. The meeting is here, but the plan is not. You need to address the gap, understand what happened and agree what comes next.
This example shows a way to prepare. It is not a report of an actual employee situation or a customer result.
1 · Prepare the facts
What do you know?
What do you still need to ask?
Not yet established
Whether the expected format was clear, whether preparation time remained available, what support was needed or whether the person tried to flag a delay.
An unfinished task is an observable fact. “They do not care” is an interpretation that has not been established.
2 · Start the conversation
State the gap.
Ask before deciding.
“We agreed the orientation plan would be ready before today’s meeting. It wasn’t available, so we couldn’t review it. Help me understand what got in the way.”
Allow an answer. Then clarify what the person understood, what changed and what they need to complete the work. Use a private, appropriate setting; urgent concerns follow their required route.
3 · Choose a response that fits the facts
The reason changes
the next action.
You can hold a clear expectation while changing the support, sequence or review point.
The instructions were unclear
The team member thought you wanted a list of ideas, not a ready-to-review plan. Show what the finished plan needs to contain and ask them to explain the next step in their own words. Clarify your part in the misunderstanding.
Other work took the available time
An assigned coverage change displaced the preparation time. Confirm that sequence and decide what can move, who can help or whether the deadline needs to change. Do not simply add the same work back without addressing capacity.
The person needs practice or support
They understood the task but did not know how to build the plan. Work through a small section together, identify a useful example and set an earlier checkpoint. Keep the expected result clear.
The expectation was clear and support was available
Ask what prevented follow-through and check the explanation. Restate the expectation and agree how a future delay will be raised. If the pattern continues, follow the appropriate organizational process; the worksheet does not decide a personnel outcome.
4 · A completed follow-up plan
Finish with
a clear agreement.
In this fictional version, you learn that the required format was unclear and a coverage change displaced the preparation time. Both issues need attention.
The agreed plan
- Expected work: a one-page draft identifying orientation topics, who will teach them and questions still to resolve.
- Team member’s action: prepare the draft by Wednesday at noon, using the agreed example.
- Manager’s action: provide the example today and confirm a protected preparation block with the relevant coverage owner.
- If the plan is at risk: raise the obstacle at Tuesday’s check-in so the manager can resolve the priority or adjust the plan.
- Review: meet Wednesday afternoon to review the actual draft against the agreed content and decide what needs revision.
Record only what is appropriate in the approved organizational system. These dates are illustrative, not prescribed deadlines.
How to close
“Let’s check that we have the same plan. What will you have ready, what do you need from me, and when will we check progress?”
5 · Use this for your own preparation
Write five lines
before your conversation.
- The work or behavior we agreed on.
- What happened and why it matters.
- What I need to ask before choosing a response.
- The next action and the support it needs.
- When and how we will check progress.
The goal is a useful preparation and follow-up plan. A script cannot guarantee agreement or replace employer policy, professional judgment or required support.
Leadership Decision Desk
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conversation.
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