How to Manage Underperformance Before It Takes Over Your Calendar

In my recent leadership survey (here is a link if you missed it), I asked leaders what’s keeping them up at night.

Performance conversations landed in the top three concerns.

Leaders told me that they are struggling to give feedback and manage underperforming team members.

One leader wrote, “I need to provide strong feedback so I can move away from day-to-day issues and focus on strategy.”

That one sentence said so much.

You see, managing underperformance isn’t just a people issue. It is also a time and focus issue.

When you are constantly putting out the same fires, dealing with the same behaviours and having the same frustrating conversations, you can’t lead strategically. You can get stuck!

Why Leaders Avoid Feedback

Do you sometimes avoid performance conversations?

If so, you are not alone.

Many leaders that I work with aren’t avoiding performance conversations because they don’t care.

Rather, they avoid them because they don’t know exactly what to say, they’re worried about damaging the relationship or they’re hoping the problem will sort itself out.

But as you know, almost never does!

What usually happens instead is that the behaviour continues, your frustration grows and the conversation becomes even harder to have.

The longer you wait, the heavier it gets.

What Managing Underperformance Requires

So, are you ready to address performance issues properly?

If so, here’s is a step-by-step approach that you can use:

1. Get clear on the specific behaviour, not the general frustration.

“Your attitude has been off lately” is not constructive feedback. You need to be precise and provide feedback without judgement. Name the specific behaviour that you see the person doing, for example, “When you don’t respond to emails within 24 hours”.

2. Separate the person from the pattern.

Underperformance is usually a gap between your expectations and their execution. Your job is to close that gap, not to judge the individual. When you approach the conversation with a growth mindset, it becomes much less personal for both of you.

3. Be direct without being harsh.

Some leaders soften their message so much that it gets lost. Other leaders overcorrect and come on too strong. Neither of these options works. It is important to say what you mean both clearly and calmly. Your team member deserves to know exactly where they stand and exactly what needs to change.

4. Set clear expectations going forward.

To be most helpful, feedback requires an action plan.  After you’ve addressed the behaviour, be clear about what success looks like moving forward. Clarify the behaviours that you will be watching for in the next month or two. Provide positive feedback when you see those behaviours being demonstrated.

5. Follow through.

This is where the performance management process often falls apart. The conversation happens, both parties feel relieved that it is over and then nothing changes because there’s no accountability built in. After your initial meetings, schedule a follow-up. Make it part of the plan. Accountability is a gift and demonstrates your commitment to their development journey.

The Connection Most Leaders Miss

When you avoid performance conversations, you don’t just lose time you also lose credibility with the rest of your team.

High performers notice when underperformance goes unaddressed.

You are actually sending the message that standards don’t really matter and anyone can erode the culture that you are working so hard to build!

Addressing poor performance is one of the most important things that you can do as a leader, not just for the individual involved, but for everyone watching.

If performance conversations have been sitting on your list, pick one. You don’t need to start with the hardest one.  Use the framework described above and have the conversation this week!

You’ll feel so relieved once it is done!

Want to see what else leaders said is getting in the way? Download the full trends report here.

I’d love to know what resonates most with you.

Thank you for sharing!

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