Q: It's performance-review time. How do I tell my less-than-stellar staffers they must improve?A: It helps to think of a performance review as a learning experience for both you and your employee. It's not only an opportunity to review the pros and cons of a person's work but also a chance to open up, learn about career goals and talk about expectations on both sides.As difficult as it may be, your role is to be clear, candid and concise. Prepare a list of concrete examples of your employee's work, balancing criticism with positive feedback. Start off on a high note, such as "Your ideas at staff meetings are always valuable," followed by a discussion of an area that needs improvement. You might say, "Working on your writing skills will help you communicate more effectively." Together, create a list of steps that will help turn the problem around. Effective criticism can be a road map to professional development.Many companies only require mana-gers to offer reviews annually. But informal mini reviews can jump-start results. If an employee often comes in late or misses deadlines, don't wait to address the problem. Set up a meeting to talk about improvement within a designated time frame. Your HR department can help you with formal warnings when necessary. On the flip side, don't underestimate the motivational value of a timely pat on the back. Tell a team member who just completed a challenging project that you noticed and that you value her efforts. It will also motivate her to work hard on the next assignment.

Be careful that you don't parent your employees, a potential pitfall for all managers—working mothers or not. Tell yourself that work is work, and that staffers are not the same as friends or family. Be empathetic, but keep an objective frame of mind. For instance, if an employee who leaves early to pick up her children from day care is causing strain on the rest of your team, work with her to find a solution—without delving into her personal life. After all, isn't that exactly what you'd want your manager to do for you? Takeaway Tips

Be prepared. Be sure to have notes or an outline and lots of examples that illustrate each point you want to make. Also, pay attention to details: eye contact, voice and overall poise. Do your best to convey openness, confidence and leadership.Turn the tables. Ask your employees, "Is there anything I can do to help further your goals?" It may be intimidating (for both parties), but it will give you a clear picture of what they're looking for in a manager. Don't get personal. Avoid judging or labeling your employees. Pinning a label like "overbearing" or "defensive" on someone often breeds resentment and reinforces the behavior. It's better to describe a few incidents as a jumping-off point for explaining company expectations.

This Month's Expert: Marilyn Puder-York, PhD, a New York
psychologist/executive coach and author of The Office Survival Guide