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_{What we’ll learn today}

• Diagnosing a performance issue

• What to say

• Setting clear expectations

• Building a plan

• Providing feedback and moving things forward

Handling underperformance like a pro

Leadership is often tested in moments of adversity. One of these challenges we will certainly face is managing an underperforming employee. How leaders handle these situations can significantly impact team dynamics, productivity, and overall morale. The goal here is to equip you with the knowledge and tools to navigate this delicate process effectively and compassionately.

Diagnosing the Issue

Understanding the root cause of underperformance is the first and most crucial step. Performance issues can stem from a variety of factors, and correctly diagnosing the problem will shape your approach to resolution.

Let’s explore the potential sources in detail:

1. Skill Gaps - the employee may lack the necessary skills or training for their role. This can happen due to inadequate onboarding, changing job requirements, or personal learning challenges.

   What to say: “I’ve noticed some challenges in your recent work. Let’s discuss what might be contributing to these difficulties. Are there any specific skills or training you feel you’re missing?”

2. Resource Constraints - sometimes, performance issues arise from a lack of essential resources. This could include outdated technology, insufficient staffing, or lack of access to critical information.

   What to say: “Are there any tools or resources you feel you’re lacking that might be affecting your performance?”

3. Personal Issues - personal problems can significantly impact an employee’s work performance. These could include health issues, family problems, or financial stress.

   What to say: “Is there anything outside of work that might be affecting your performance? If so, how can we support you during this time?”

4. Motivational Deficits - lack of engagement or motivation can also lead to underperformance. This might be due to job dissatisfaction, feeling undervalued, or a lack of career progression.

   What to say: “Do you feel motivated in your current role? Are there aspects of your job that you find particularly fulfilling or frustrating?”

Initiating a constructive conversation

After identifying potential causes, it’s time to initiate a conversation. This dialogue should be private, respectful, and centred on problem-solving.

Here’s how to approach it:

1. Preparation - before the meeting, gather concrete examples of underperformance and their impact on the team and the organisation.

2. Active listening - create a safe space for the employee to share their perspective. Listen attentively and without interruption, showing empathy and understanding.

   What to say: “I appreciate the effort you put into your work. However, I’ve observed some areas where your performance hasn’t met expectations, such as [specific example]. Can you help me understand what might be going on?”

3. Be Specific - use specific instances of underperformance to clarify the issues. Share your screen and bring up the example. This helps avoid generalisations and focuses the conversation on observable behaviour.

   What to say: “For instance, I noticed that the report due last Monday was incomplete, and this has affected our project timeline. Can you walk me through what happened there?”

Setting clear expectations and goals

Once the underlying issues are identified, it’s crucial to set clear, achievable goals for improvement. Ensure these goals are Specific, Measurable, Achievable, Relevant, and Time-bound (SMART).

This framework provides clarity and a structured path to success.

1. Define SMART Goals - work with the employee to establish goals that are realistic and aligned with their role and capabilities.

   What to say: “Based on our discussion, let’s set some specific goals to help you improve. For example, let’s aim to complete all reports by their deadlines with at least 90% accuracy. How does that sound to you?”

2. Develop a plan - outline the steps needed to achieve these goals. This may include additional training, mentorship, or adjusting work processes.

   What to say: “To achieve this, we can arrange for you to attend a time management workshop and pair you with a mentor who can help you with report structuring. Are you comfortable with this plan?”

Providing support and resources

Supporting an underperforming employee requires more than just setting goals; it involves providing the necessary tools and resources to help them succeed.

This shows your commitment to their improvement and can significantly enhance their motivation and performance.

Reminder - always loop in your HR/people team. If you have someone who is struggling, it’s always good practice to loop in your HR/people team so they can advise you of any company policies or make recommendations based on the employee situation.

1. Offer training and development - identify areas where additional training or development can help bridge skill gaps.

   What to say: “We’ve identified that additional training in [specific area] could be beneficial. I can arrange for you to attend a workshop or an online course. Would that be helpful?”

2. Adjust workload if necessary: If the issue is resource-related, consider redistributing tasks or adjusting the workload to a more manageable level.

   What to say: “It seems that your current workload might be overwhelming. Let’s look at your tasks and see if we can redistribute some of them to ensure you can focus on delivering quality work.”

3. Provide regular check-ins - schedule regular check-ins to discuss progress, offer feedback, and adjust the plan as needed. This keeps the employee engaged and accountable. Weekly 1 to 1s might not be enough time, consider daily syncs or at least 2 extra touchpoints a week to keep things on track.

   What to say: “Let’s schedule weekly check-ins to discuss your progress and any challenges you’re facing. This will help us stay on track and make any necessary adjustments promptly. How does Friday at 10 AM work for you?”

Monitoring progress and providing feedback

Regularly monitoring the employee’s progress and providing constructive feedback is essential. This helps in maintaining momentum and addressing any setbacks promptly.

1. Frequent updates - keep track of the employee’s progress towards their goals. Use these updates to celebrate improvements and address any issues.

   What to say: “I’ve noticed that you’ve been meeting your report deadlines consistently over the past two weeks. Great job! How are you feeling about your progress?”

2. Constructive criticism - if setbacks occur, address them immediately with constructive criticism. Focus on the behaviour, not the person, and provide specific guidance on how to improve.

   What to say: “I see that there was a delay with the report submission this week. Can you help me understand what happened? Let’s work together to identify what could be done differently next time.”

3. Encouragement and support - offer encouragement and remind the employee of the support available to them. This helps to keep them motivated and focused.

   What to say: “Remember, it’s okay to ask for help if you’re struggling. We’re all here to support you. Is there anything more you need from me or the team to help you succeed?”

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Evaluating the outcome and next steps

After a reasonable period, evaluate the employee’s progress.

This step is crucial in determining whether the interventions have been effective and deciding the next course of action.

1. Assess improvement - evaluate whether the employee has met the set goals and demonstrated sustainable improvement.

   What to say if improvement is made: “I’ve seen great progress in [specific area]. Your recent work has met the expected standards, and I appreciate your effort and dedication. Let’s discuss how we can continue to build on this momentum.”

   What to say if improvement is not sufficient: “Despite our efforts, I haven’t seen the necessary improvement in [specific area]. We need to consider alternative solutions, which might include reassignment or other steps.”

2. Further development or reassignment - if the employee has shown improvement but still needs support, consider ongoing development opportunities. If improvement is insufficient, discuss with your HR team the next steps.

   What to say for ongoing development: “You’ve made significant strides, and I believe with continued support, you can fully meet our expectations. Let’s set up a development plan for the next few months to help you continue growing.”

Handling an underperforming employee is a complex and sensitive task that requires a blend of empathy, strategic thinking, and clear communication.

By following this approach, you can address underperformance effectively and constructively, turning a challenging situation into an opportunity for growth and development.

Key Takeaways

1. Diagnose the issue - understand the root cause of underperformance.

2. Initiate constructive conversations - engage in open, respectful dialogue.

3. Set clear expectations and goals - establish SMART goals and a plan.

4. Provide support and resources - offer necessary training, resources, and regular check-ins.

5. Monitor progress and provide feedback - track progress, celebrate improvements, and address setbacks promptly.

6. Evaluate and decide next steps - assess improvement and determine further development or if another role should be a consideration.

Final Thoughts

Leadership is about lifting others to their highest potential. By approaching underperformance with a structured and compassionate strategy, you can turn challenges into opportunities for development and success. This not only helps the individual but also strengthens the overall team dynamic, fostering a culture of growth, accountability, and mutual support.

Hopefully this is insightful for you, please let me know in the comments what you think or hit reply to this email.

David

LinkedIn

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