Do you set specific challenging, yet achievable, goals for yourself?
Do you evaluate your performance and behavior with these goals in mind?
Do you make changes in your behavior to reach your goals?
Do you aggressively and regularly work on improving and upgrading your knowledge and skills?
Do you identify others as high achieving role models from whom you can learn?
Are you prepared to make sacrifices to achieve your goals?
Do you seek feedback on how to improve your performance and advance?
Do you act ethically and treat others fairly?

The 6 most important words:  I admit that I was wrong
The 5 most important words:  You did a great job
The 4 most important words:  What do you think?
The 3 most important words:  Could you please...
The 2 most important words:  Thank you
The most important word:  We
The least important word:  I

The Situation:  it's a stressed project, with time and budget pressure.  Team members are working hard, but exhibiting behaviors that are less than optimal.  They are good, qualified professionals, and need counseling to get back on track.

Opening
- Put the team member at ease
- State the purpose of the discussion (i.e., discuss how things have been going)
Request the team member's point of view
- Ask how he/she sees the job and working conditions, and how it's going
- Ask for problems that need to be discussed
Present your view of the issues and team member's performance
- Begin with a summary of the issues, recognizing successes and accomplishments
- Follow with the specific improvement opportunities - stick to the facts, not opinions
- Be firm, remembering this part of the discussion is essential to building the foundation for future improvements
- Stay on topic and don't get distracted onto unrelated topics or by making comparisons to other team members
Specify improvements needed and options
- Summarize where improvements are needed and why
- Offer future work or advancement opportunities should the improvements be implemented and sustained
- Discuss consequences of not implementing the improvements and changing behavior
- Obtain agreement from the team member, so the team member takes ownership
- Agree to a plan of improvements, dates and outcomes
Feedback
- Ask for questions specific to the discussion or of general concern
Close
- End the discussion with a "thank you" and encouragement to move forward

1.  Identify the "fix it" target(s) - those areas or activities that need to be changed
2.  Define the scope, nature and complexity of the desired changes, and the intended outcome(s)
3.  Engage those who can influence the change, and those who will be impacted - ask for their input and obtain their support, and identify likely sources of resistance
4.  Create the plan to achieve the desired changes - tasks, timing, milestones, deliverables, participants, roles/responsibilities, measurement points, etc. - collaborate with the participants and sponsors to finalize the plan
5.  Give it the "reasonable test" - is the plan realistic?  Can it be achieved?
6.  Create the change management plan - to address the areas of resistance
7.  Implement the plan - coordinate the tasks, monitor progress, take corrective actions as needed - be a leader in your role as the project manager for fixing the problem(s) - remember you are a catalyst for making the plan happen and achieving the results

Address all constituencies (internal and external)
Use various forms of communications - in person and electronic
Share organizational vision and direction
Explain timeline and process
Avoid statements that will limit flexibility on major options
Establish multiple avenues for dialogue; listen to concerns
Communicate constantly and consistently
Don't stop after initial messaging
Provide answers as quickly as they can be identified
Showcase early successes, and continue spotlight on accomplishments throughout timeline