Request a meeting, and make sure the subject demonstrates that it is about feedback and/or an offer of mentorship/assistance, but do not add specific details. P

Request a meeting, and make sure the subject demonstrates that it is about feedback and/or an offer of mentorship/assistance, but do not add specific details. Pick the term based on their personality. If they refuse, that's ok. If you want to push, grab some "water cooler" FaceTime, and try to suggest that you need it, gently. In the meeting, be direct, but not accusative. Remember, you have concerns, but you don't have their context. You are wrong about things, even if your conclusion is correct and you can help. Present an offer to help. Explain that you are concerned by what you see, explain that you know you don't see the whole picture and would like to know more so that you can understand and you can help. Spend as much time as you can listening and asking questions to understand why things are as they are. You are establishing trust and understanding here, and that's your responsibility. Once you know enough, you will know how to help. Remember to continue to apply the same non-assuming practices and offer optional assistance. They are making their own choices for reasons you can't always know. If they continue making bad choices, make notes and provide direct feedback about them. Direct feedback is explaining something specific and why you have concerns with it. When you say you have concerns, do not say "this is wrong", say you would prefer something else, or you might do something else. This is to enable discussion, and you need to discuss these things to be effective. If you go through this for months and you have formed a relationship, but things aren't improving then it is time for a pip, and you should be able to work with the relevant colleagues providing clear evidence and guidance. HTH