Workplace conversations: managers, feedback and reviews

Work runs on conversations that nobody trains you for: pushing back on a decision, giving feedback that lands, defending your rating, telling your boss you are leaving.

Each guide here comes with a scenario you can rehearse, so the real one is the second time you have said it.

Rehearse: Disagreeing in a 1:1 Rehearse: Difficult feedback to a report Rehearse: Resignation conversation

Practice guides

What to Say When You Are Made Redundant: A Voice Practice GuideAcas guidance starts with one priority after redundancy news: identify whether your role is at risk, a final decision has been made or the meeting concerns notice. Use a clear opening script, then ask for the business reason, selection pool, criteria, consultation timetable and written payment terms. A 15-minute preparation plan reduces the chance of premature agreement, with five cues to remember: stage, reason, criteria, money and next step. The guide also explains the 20-or-more proposed redundancies within 90 days threshold for collective consultation, plus wording for alternative roles…
How to Disagree With a Performance Review: Exact ScriptA disputed performance review should produce an accurate record, clear success criteria and one dated next step, not an argument over whether the manager is wrong. Use a three-part script: “I see two places where the evidence and the written review do not match. On date, deliverable produced result. If the B rating cannot change, please correct the factual point, attach my written response and agree the success criteria and check-in date.” Prepare only the strongest evidence, such as dated deliverables, scope changes and documented updates. Keep each disputed point to 60 seconds or less…
How to take criticism at work: what to say and rehearseCriticism at work becomes easier to handle when you separate observable behaviour from personal labels and slow your first response. Start with, “I want to understand the specific behaviour you mean before I respond,” then paraphrase the point and ask for one example. Accept valid impact without admitting disputed facts, and convert vague claims such as “not strategic” into a situation, behaviour and expected standard. Use a simple decision rule: ask for evidence, correct the record, or set a boundary when the criticism is unsafe or personal. Rehearse three passes aloud: cooperative…
How to Tell an Employee They Are Being Made RedundantAcas sets the clearest structure for telling an employee their role is redundant: state the business reason, identify whether the role is at risk or selected, and separate redundancy from performance or conduct. Use a direct opening, then explain the next confirmed step and pause for the employee’s response. A 15-minute preparation routine checks the approved facts, writes three key lines, and rehearses the hand-off to Human Resources. The practical rule is simple: never guess about pay, dates, vacancies or appeal rights. Say, “I do not have that answer yet. I will check with Human Resources…
How to Disagree With Your Boss: Exact Words and RehearsalAmy Gallo’s Harvard Business Review guidance starts with a permission-based, factual line: “I want to raise a concern about decision. I may be missing context, so could I explain what I’m seeing and suggest an alternative?” Prepare in 15 minutes by defining the decision, writing one evidence-backed claim, choosing one alternative and naming the shared priority at stake. Use the sequence “fact, impact, alternative, question” to keep the discussion focused. Match the move to the risk: ask about preferences, challenge deadlines or quality concerns, test strategic options, and escalate safety…
How to Give Difficult Feedback to an Employee: ScriptGallup recommends concise, future-focused feedback that gives the employee room to explain, while the manager keeps one observable behaviour and one clear expectation in view. Use this script: “I observed behaviour in specific situation, and the impact was work consequence. How did you experience that?” Listen without arguing, then state the next standard: “In the next task or meeting, please specific action. What support do you need?” Aim for the employee to speak about 70% of the time and the manager 30%. If the issue involves a missed deadline, blocked dependency or serious conduct…
How to Tell Your Boss You Are Resigning: Script and RehearsalResigning from a job starts with a clear decision, not a request for permission. Use the first minute to say, “I’ve decided to resign from my role. My proposed last working day is date, subject to my notice period.” Prepare in 15 minutes by checking your contract, choosing one brief reason, mapping projects and setting boundaries around pay, your next employer and counteroffers. Two weeks is a common benchmark, but your contract and local rules decide the notice period. When your boss pushes back, acknowledge the reaction, repeat that your decision is final and return to the date or…
How to Ask Your Boss to Work From Home: Exact Words to SayYour boss is more likely to approve a remote-work request when you present a defined trial, not a vague preference. In the first 30 seconds, propose specific days, normal working hours, measurable deliverables and a review date: “Could we test working from home on Tuesdays for four weeks, with a review on 15 May? I’ll stay available during normal hours and measure the arrangement through deliverables, response time, customer coverage and team feedback.” Spend 15 minutes checking policy, approval routes, equipment, security and backup plans before the conversation. Prepare a primary schedule…

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