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4. Listen as much as you talk Clarity Counts
Have difficult conversations in person, face to face, at a time when Poor performance and behaviour can often be traced back to
you can fully devote your attention to the employee involved. unclear expectations, lack of training and other addressable
That way, you can have a true two-way conversation during which issues. Since most employees want to contribute and succeed,
your employee will have the chance to voice any concerns and removing barriers and clarifying expectations can help prevent
help you understand their perspective. You might learn that the situations that require difficult conversations.
employees don’t have the resources to do their job properly or It is advisable to create job profiles to define each person’s role,
that they didn’t understand the impacts of what they said or did.
draft explicit policies on behaviour, and develop a structured
5. Make sure corrective conversations aren’t the only ones you performance management system.
have Based on your conversations, do what you can to set your
Connect with employees regularly and give them positive employees up for success. Make sure they have the equipment,
feedback when they’re doing well. The more often you talk to your training, understanding, time, and other resources to do their
team, the better you’ll understand what they need to succeed. jobs well.
Build trust so that your employees will feel comfortable coming Set clear goals for your employees
to you if something’s not going well—long before it affects Download our employee goal-setting tool that
their performance. With stronger rapport and more open will help you define measurable employee
communication, when you do have to deliver corrective feedback, performance goals, improve communication in
it will likely be better received.
your company, and help your employees grow
6. Establish what happens next and excel.
It’s not really helpful to simply tell someone what they did wrong.
Instead, focus on how they can improve.

Offer positive ideas to resolve the situation and clarify what you
expect going forward. Before you leave your meeting, establish
an action plan so that you both know what should happen next.
It doesn’t have to be complex or even necessarily written down.
Just a few items you both agree to as a path forward.

If you were to ask Erin Buchanan what her hopes and dreams
were when she began her degree in Chemical Engineering at the
University of Waterloo, working in the automotive industry likely
wouldn’t have made the list. Erin’s first job out of university was
with an automotive parts supplier, and that opportunity turned
into a career filled with purpose.
Her first role with Toyota came in 2001, when she joined New
United Motor Manufacturing, Inc. (NUMMI) in California as a
Process Engineer. When NUMMI – a joint venture between Toyota
and General Motors – closed its doors in 2010, she was happy to
return to Canada and joined Toyota Motor Manufacturing Canada
(TMMC) as a Senior Technical Manager. By then, the automotive
industry was in her blood, and her passion for advanced
manufacturing became evident as she embraced new challenges
and leadership opportunities.
Throughout her career, Erin has achieved remarkable milestones,
including serving as Chief Production Engineer for the fifth
generation of the popular Toyota RAV4, becoming the first female
General Manager responsible for Manufacturing at TMMC, and
ERIN BUCHANAN most recently, being appointed Vice President of Manufacturing
Vice President at on the TMMC Executive Team.
Toyota Motor Manufacturing Canada (TMMC)
Still, one moment stands out above the rest—being named
among the 100 Leading Women in the North American Auto
Industry (2025) by Automotive News, a distinction that recognizes
women who have made outstanding contributions to the
automotive sector.
Toyota Motor Manufacturing Canada is proud to celebrate Erin
(519) 653-1111 | lynn.hall@toyota.com Buchanan’s achievements. She exemplifies the innovation,
www.tmmc.ca dedication, and passion that drive success—qualities that
1055 Fountain St N, Cambridge, ON N3H 4R7 continue to inspire those around her and pave the way for future
generations in manufacturing.

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