Addressing Behaviour That Impacts Execution
A Leadership Challenge Often Overlooked
Correcting behaviour is one of the most challenging conversations in leadership.
Whether you’re speaking with a peer or your manager, the conversation requires both care and assertiveness.
The conversation should be direct without being confrontational. You need to clearly articulate what didn’t work, the impact it had and what needs to change. Left unaddressed, ambiguity creates risk that compounds over time.
Let’s break this down. Below is an approach that works.
1. Consider the timing
Address the behaviour as close to when it happens as possible. The longer you wait, the more context is lost and with it, the clarity and impact of your feedback.
2. Explore the behaviour and the impact
Start by asking for perspective:
“Can you help me understand what happened in this situation?”
Listen carefully. Your goal is to understand the reasoning behind the behaviour, not to win the point.
Explore the why behind their actions. Techniques like the “5 Whys” can help uncover underlying causes so you can address the root, not just the symptom.
Then describe the behaviour factually and explain its impact on you and the team.
For example, if someone is consistently late to meetings, address it privately. Explain how the behaviour affects you and the team: meetings start late, discussions are interrupted when points need to be repeated and overall productivity suffers as conversations are prolonged.
Throughout the conversation, decouple behaviour from identity. Focus on actions, not the person, to reduce defensiveness and increase the likelihood of change.
3. Clarify the expected behaviour
Don’t assume the message will “just land.” After discussing the behaviour and its impact, be explicit about what is expected going forward. Clarity here prevents future misunderstandings and removes room for interpretation.
For example, during grooming sessions, one team member consistently challenged the product team; not to contribute useful insights, but more to assert control than contribute constructively. In response, the expectation was clarified: feedback should be constructive, solution-oriented and aligned with the team’s goals, rather than an attempt to dominate or steer the conversation. Once this expectation was made explicit, the environment became more collaborative and the sessions more productive.
4. Decide whether to address it publicly
Some behaviours impact the entire team but aren’t particularly sensitive. In these cases, addressing the group can be appropriate and effective. Often, the team needs to see that the issue has been acknowledged and that action has been taken.
5. Follow up thoughtfully
Avoid repeated reminders or ongoing “teaching moments.” Instead, be clear about when a brief check-in will happen, observe progress and reinforce expectations.
Use the time between conversations to watch for changes in behaviour.
When you do check in, keep it brief and grounded in what you’ve actually seen, reinforcing expectations without reopening the entire discussion.
6. Possible reactions
Not every behaviour-correction conversation leads to visible change. In practice, you’ll often see one of two reactions.
More passivity
Passivity is one of the hardest responses to work with. It often signals disengagement, avoidance or unspoken resistance.
Treat passivity as a symptom, not the issue itself. Explore what’s underneath. Ask open questions and look for the hidden constraints or triggers shaping the behaviour.
If passivity becomes a persistent pattern, don’t assume the failure is yours. You can’t compensate for someone else’s unwillingness or inability to engage. In some cases, passivity is intentional.
More pressure and overcommunication
The opposite reaction is escalation. You may see more status updates, justification, repositioning and increased pressure to “prove” alignment.
This might come from anxiety rather than intent. The person may be trying to regain control or avoid further correction. While it can look like engagement, it can also create noise.
In this case, reinforce boundaries by redirecting toward the behaviour that actually matters.
Correcting behaviour is an opportunity for creating clarity and accountability. When done well, it actually strengthens your team and your leadership credibility.