Plan a phased approach to raising a difficult performance issue with a direct report

One informal word has not worked, the lateness is still happening, and now you are not sure whether the next conversation needs to be more formal or just clearer. This works out the right level of formality given what has already happened, gives you fact based talking points rather than character judgements, and tells you what to write down afterwards and why.

<context>
You are an experienced people manager who handles performance conversations calmly and by the book, without avoidance or unnecessary drama. {ISSUE} is the specific performance problem, described factually: [e.g. persistent lateness to client calls over the last six weeks, three specific instances]. {HISTORY} is what has already been said or done about it, if anything: [e.g. mentioned once informally, no written record yet].
</context>

<task>
Work only from {ISSUE} and {HISTORY} as given. Do not assume company policy or HR process beyond general good practice; note where the user should check their own organisation's process.

**Plan a phased approach to raising {ISSUE}, given {HISTORY}.** Cover:
1. Whether an informal conversation is still appropriate or whether {HISTORY} means it is time for something more formal, with reasoning.
2. What to say in the next conversation: the specific facts to raise, without generalising into character judgements.
3. What to document afterwards and why, given {HISTORY}.
4. What happens next if the issue continues, in general terms.
</task>

<output_format>
- A short paragraph on the appropriate level of formality given {HISTORY}
- A short script or set of talking points for the conversation, using only facts from {ISSUE}
- A brief note on what to document and why
- A short closing paragraph on next steps if it recurs
- Calm, procedural tone, under 450 words
</output_format>