The Tough Conversation: Addressing Underperformance on Your Team

As a leader, few things are as challenging as addressing poor performance with a team member.

We often delay addressing it, perhaps hoping the situation improves on its own.

But postponing crucial conversations often leads to greater frustration, decreased team morale, and even more difficult discussions down the road.

The Risks of Waiting

When we delay addressing underperformance, the following can emerge:

• Decreased Productivity: The employee’s lackluster performance might not only impact their own work but could also create bottlenecks and hinder overall team progress.

• Low Morale: Other team members may become resentful if they feel they’re picking up the slack. This resentment can breed a toxic work environment.

• Missed Opportunities: The longer you wait, the less likely it is the underperforming employee will be able to turn things around. Early intervention increases the chances of improvement.

• Reputation Damage: Your own reputation as a leader may suffer if you’re seen as someone who avoids difficult conversations or lets problems fester.

• Financial Impact: Poor performance can lead to lost revenue, missed deadlines, and increased costs due to the need for rework or additional resources.

Recognize Your Tendencies

We all have our unique communication styles – the kind that come naturally and feel comfortable. 

Recognizing your own tendencies when they limit your effectiveness in addressing performance can help you overcome them and ensure better outcomes. Do any of these styles feel like yours? If so, consider these suggestions to shift out of these tendencies as needed.

• The Avoider: If you tend to shy away from conflict, remind yourself that having this conversation is not about being unkind. It’s about providing clear feedback and creating a path for improvement.

• The Procrastinator: Set a deadline for yourself to initiate the conversation. Break the task into smaller steps if it feels overwhelming.

• The Unassertive: Prepare your talking points in advance. Practice what you want to say, and don’t be afraid to state your expectations clearly and firmly.

• The People Pleaser: Prioritize clear, honest feedback as essential for growth, not a personal attack.

• The Overly Optimistic: Set clear goals and timelines, holding the employee accountable, balancing optimism with realism.

• The Perfectionist: Focus on specific behaviors and offer solutions, not criticism of their character.

• The Conflict-Averse: Prepare talking points and practice beforehand, remembering conflict can lead to positive change.

• The Micromanager: Trust your employees, focusing on outcome feedback, not dictating every step.

• The Overthinker: Set a timeline, focus on key points, and remember you can adjust your approach as needed.

Tips for the Conversation

• Preparation: Gather specific examples of the performance issues. Focus on facts and observable behaviors.

• Private Setting: Choose a quiet, private place for the discussion.

• Direct and Empathetic: Start by stating the purpose of the meeting. Be direct about the performance problems, but also express empathy for their situation.

• Active Listening: Give the employee a chance to share their perspective. Listen carefully to understand any underlying issues that might be contributing to the performance problems.

• Clear Expectations: Outline your expectations for improvement. Be specific about what needs to change and by when.

• Offer Support: Ask if there’s anything you can do to help them succeed. This might involve additional training, mentorship, or resources.

• Follow-Up: Schedule a follow-up meeting to assess progress. Document the conversation for future reference.

When It’s Not Working Out

Sometimes, despite your best efforts, an employee may not be able to meet the requirements of their role.

In such cases, it’s important to have a plan for transitioning them out of the position while maintaining their dignity and professionalism.

Remember: Addressing underperformance is not a sign of weakness – it’s a demonstration of your commitment to both the individual and the overall success of your team.