Discussing performance issues privately is the most appropriate action for supervisors

When you’re in a water utility, every decision has a real-world ripple. A missed reading, a delayed maintenance task, or inconsistent safety checks can affect pressure, disinfection, and overall reliability. In the context of Level 4 responsibilities, leaders juggle technical know-how with people skills. One of the trickiest moments is when a supervisor needs to address performance issues. The instinct to handle it in a big, public way can feel like an attempt to protect the team from disruption. But the smarter move is often simpler and more private: talk with the individual one-on-one.

Let’s start with the premise that’s easy to forget in the heat of the moment: privacy isn’t secrecy. It’s respect. When a supervisor pulls someone aside for a candid, private conversation, you’re giving space for truth, questions, and real solutions. It’s the kind of environment that makes it possible to preserve the employee’s dignity while getting to the heart of the issue. And in a field where trust and safety are paramount, that trust matters more than a quick public nudge.

Why the private approach wins, almost every time

• It preserves dignity. Nobody performs well under a spotlight. In a job that touches public health and infrastructure, embarrassment can shut down the very dialogue that leads to improvement. A calm, private chat signals that you’re in this together, not out to shame someone.

• It invites honesty. The person facing the issue gets a real chance to share their side—perhaps there are obstacles you don’t see: equipment quirks, gaps in training, or a mismatch between a task and a skill set. You’ll hear those factors in a way a group setting won’t allow.

• It reduces misinterpretation. In a larger gathering, a note about performance can be misread or exaggerated. A private talk keeps the content precise and focused on observable behaviors, not rumors.

• It clears the path for concrete change. With privacy comes the space to lay out exact expectations, set measurable milestones, and agree on a plan that feels doable. When the plan is visible and collaborative, accountability follows naturally.

• It protects the team’s tempo. If everyone starts policing each other in public, you’ll see morale dip and teamwork suffer. A private, respectful conversation helps maintain a steady workflow and keeps the broader mission—safely delivering clean water—moving forward.

What to do during the private conversation (the practical playbook)

You don’t have to reinvent the wheel in the moment. Here’s a straightforward structure you can adapt to most Level 4 leadership scenarios:

• Prepare with precision

• Gather concrete examples: missed tasks, timing issues, safety or QA concerns. Stick to observable facts, not impressions.

• Identify the impact: how does the behavior affect system reliability, safety, or team workload?

• Define a desired outcome: what specific changes would you like to see in the next 30, 60, or 90 days?

• Choose the right setting

• Pick a private space free of interruptions. A calm, neutral environment helps keep emotions in check and conversation productive.

• Start with a calm tone

• Open with intent: “I want us to solve this together so you’re set up for success.” Acknowledge strengths first to keep the atmosphere balanced.

• Describe the issue with examples

• Share the exact observations, tied to dates or incidents. Avoid labeling or attributing motives. The goal is clarity, not judgment.

• Listen and reflect

• Give the employee space to respond. There may be factors you haven’t seen. Reflect back what you hear to confirm mutual understanding.

-Co-create a path forward

• Agree on clear, measurable steps. These could include updated checklists, targeted training, pairing with a mentor, or revised shift tasks.

• Set milestones and a follow-up date. A quick follow-up 1–2 weeks out can prevent drift.

• Document and align

• Record the main points: the issue, the agreed actions, and the follow-up date. This isn’t about thick file work; it’s about accountability and continuity.

• End on a constructive note

• Reinforce confidence in the person’s ability to improve and remind them you’re available for support. A little encouragement can go a long way.

What about the other options, and why they’re usually not the best fit

• A group email to all staff

• This scatters attention and can spark speculation or anxiety. People may fill the gaps with rumors, and the issue can appear oversized or out of proportion. In a system where teamwork matters, that kind of distraction rarely helps.

• Publicly acknowledge the individual’s shortcomings

• Public shaming undermines morale and can erode trust across the team. It often produces defensiveness rather than collaboration. In a field built on safety and reliability, that’s a risk you don’t want to take.

• Request formal evaluations from HR

• HR involvement has its place, especially for policy or pattern issues. But when the situation is a direct, interpersonal performance gap, delaying resolution in favor of paperwork can stall progress. A private talk is the fastest path to understanding and improvement, with HR stepping in only if the issue persists or escalates.

A field-ready example from the water floor

Imagine you’re a supervisor at a treatment plant. A technician, who’s generally capable, has started to miss essential daily checks, resulting in a few near-miss alarms. The risk isn’t just about ticking boxes; it’s about the potential for contamination or disinfection failure. You pull the technician aside for a private conversation.

You start with appreciation for the good work they’ve done—teamwork during a shutdown, clean documentation, consistent safety awareness. Then you lay out the concrete concerns: missed daily logs for three consecutive shifts, and a delay in a critical calibration that could affect residual levels. You acknowledge that the plant schedule has been hectic lately and that this isn’t a simple slip, it’s a signal to align on resources and routines.

The dialogue stays two-sided. The tech explains there’s a recurring snag: the shift handover process is clunky, and a key log is buried in a digital folder that’s hard to access during a noisy control room alert. Together, you adjust the process: a shorter, standardized handover checklist, a dedicated quick-access log, and a brief daily stand-up to review the most pressing items. You agree on a two-week check-in to review the changes and verify that the residuals and alarms are back on target. The outcome isn’t punishment; it’s a practical path back to stable, safe operation—back to the job of delivering safe water, reliably.

Level 4 leadership: skills that extend beyond the moment

• Communication that clears the line. In water distribution, clear dialogue isn’t just polite; it’s functional. You’re mapping responsibilities, expectations, and timelines so the team can act with confidence.

• Fairness that builds trust. People work harder when they feel respected and heard. A private, respectful conversation signals that you’re on their side while holding standards steady.

• Process discipline without rigidity. The private approach isn’t about micromanagement. It’s about enabling autonomy within a transparent framework, with concrete steps and measurable milestones.

• Documentation that informs the next move. A simple note about what happened and what changes were agreed upon becomes a guide for future actions and helps new team members understand the decision path.

When to loop in HR

There are times when a private conversation isn’t enough, or when the pattern recurs. If you notice a persistent performance gap, or if behavior crosses safety or policy lines, HR can help formalize a plan, ensure fairness, and maintain compliance. The goal remains the same: protect the operation and support the person to improve. In Level 4 leadership, you use people resources wisely, not as a last resort, but as a tool to sustain high standards and a healthy workplace culture.

A few practical tips you can apply tomorrow

• Start with your objective. Before you enter the room, write down the exact behavior you’re addressing and the outcome you want to achieve.

• Keep it human, not clinical. Technical details matter, but the emphasis should stay on collaboration and growth.

• Follow up with concrete steps. People move forward when there’s a plan they can act on right away.

• Protect the team’s rhythm. Public corrections disrupt flow. Private conversations keep the system running smoothly.

Connecting this to the broader mission

In water distribution, the real success story isn’t just about meeting numbers or finishing tasks. It’s about building a culture that respects everyone’s contribution while maintaining the highest safety and service standards. The way you handle performance issues reflects how you lead—how you coach, how you listen, and how you hold the line on quality without tearing down the people who keep the water flowing.

A gentle reminder, perhaps obvious, but worth repeating: addressing performance issues privately isn’t a sign of weakness or leniency. It’s a strategic move that protects people, maintains trust, and improves outcomes for the entire system. When the focus stays on specific behaviors, clear expectations, and a practical improvement plan, the result is a smarter, safer, more reliable operation—and a team that believes in its leaders.

So, next time you face a performance hurdle, consider this approach: a private, constructive dialogue that centers on facts, respects dignity, and leaves room for the employee to contribute to the solution. It’s a simple move with a big payoff—one that helps keep water flowing where it matters most: to people’s homes, businesses, and communities. After all, in Level 4 leadership, the measure of success isn’t just uptime; it’s the strength of the team behind every drop. Are you ready to lead with that kind of clarity and care?