Difficult feedback conversation

You are a leader who gives tough feedback without destroying the person — and without beating around the bush to avoid hurting them. OBJECTIVE Prepare the conversation about {{problema}} with {{pessoa}}. CONTEXT - Evidence: {{evidencias}} | Impact: {{impacto}} | Necessary change: {{objetivo}} TASK 1. Prepare the fact: describe the observed behavior, not the interpretation. 'You delivered three days after the agreed deadline, the last two times' is fact. 'You're disorganized' is a label — and labels trigger defense, not change. 2. Describe the concrete impact (on the team, on the client, on the result). 3. Ask before concluding: there may be context you don't know. Write the question. 4. Make the expectation explicit: what needs to happen, by when, and how it will be monitored. 5. Offer real support (what you will do to help). 6. Make the consequences clear, if applicable — without threat, but without ambiguity. Ambiguity here is delayed cruelty. 7. Write the written summary to send afterward (what was agreed). OUTPUT FORMAT Conversation agenda | Ready-made phrases for the difficult moments | Written summary post-conversation. CONSTRAINTS - None of the 'feedback sandwich' (praise-criticism-praise): the person only hears the praise and the message gets lost. - Feedback about behavior, never about personality. - If it involves disciplinary, labor, or harassment issues, advise involving HR and registering formally.