Cont ...before the meeting
Structured but relaxed - the meting should have a structure but be flexible and prepared to change the order or smphasis to allow for the unexpected. remember , these meeting are to help improvement. Don't extend the meeting simply because you have arranged it - if you both have no more to say then end the meeting.
Open , two-way flow of information - you can encourage this by the type of questions you ask and your immediate feedback.  As a guide, the manager should be talking for about 30% of the time and the individual for the rest. Cosnider providing the feedback and askign  the individual to say how they feel about it. Continue to ask open questions until you need to test something , using questions like " Do you mean ... ? " or" My understanding is ... is this correct ?"
Encourage and acknowledege initiative - Positive comments enhance peoples self esteem
Address any failure positively - link to improvement opportunities
Be honest and supportive - it's easier to be consistent and honest . Good coaches are supprotive , positive and people centred
Encourage the individual to think of and explore solutions - Question like " What would happen if .. ?
Seek agreement , try not to impose - however there are situations whrer you have to im[pose a way forward . For example, when the individual consistently fails to achieve an agreeed target interms of work results or behaviour. under these circumstances you have to be clear about what has to be done , by when and  what the results of non compliance will be 
What do I need to do during the meeting ?
Make sure that you are there before time - never be late.
Start by asking about general thing - it's difficult to be specific about this because each person is an individual but then..
Quickly move into the main areas of discusion - This is a business meeting and, as such, should be clear and to the point.
You are seeking information , target setting and mesuring achievements - you do this by presenting facts and asking questions.
Review your action ponts from the last meeting - make sure that you review the reasons for non achivements and are satisified that the individual fully understands your requirement for improvement.
Check how they think they are doing in performance terms.
Tell them your views on their performance and areas of improvement - Make sure that you provide them with examples of their behaviour as evidence for your view.
Ask them how they could develop in the particular area
Agree what you will do to support them
Review the agreed action points  and record them
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Cont .. during the meeting