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Let's dive into this month’s question.
“How do you address less-than-average performers (without losing your mind)?”
Every leader has faced this challenge: an employee who’s just… okay. They’re not causing major issues, but they’re also not knocking it out of the park. They do the bare minimum, miss deadlines here and there, or just don’t seem engaged. So, what do you do? Ignore it and hope for improvement? Drop hints? Cross your fingers?
Spoiler alert: None of those work.
Managing less-than-average performers requires a mix of honest communication, strategic support, and firm accountability. Let’s break it down.
1. Get Clear on the Problem
Before you address the issue, make sure you actually understand it. Is the employee missing deadlines? Producing low-quality work? Lacking initiative? The more specific you are, the more effective your conversation will be.
Example: Instead of saying, "Your performance needs improvement," say, "I’ve noticed your reports have been late three times this month, which affects the team’s workflow."
2. Have the Conversation (Yes, Even If It’s Awkward)
A lot of managers hesitate to address underperformance because they don’t want to seem harsh. But avoiding the conversation only makes things worse. Schedule a private meeting, be direct but supportive, and focus on facts, not emotions.
Example Opening Line: “I want to talk about your recent work and how we can get you back on track. Here’s what I’ve observed…”
3. Find Out What’s Going On
Sometimes, underperformance is about more than just a lack of effort. Maybe the employee is unclear on expectations, struggling with workload, or dealing with personal issues. Ask open-ended questions to get to the root of the problem.
Example Question: What do you think would help you improve?
4. Set Clear, Measurable Goals
Vague feedback leads to vague results. Define what improvement looks like and set a timeline for progress.
Example: Instead of “You need to be more proactive,” try, “I’d like to see you take the lead on at least one project this quarter and provide weekly updates on progress.”
5. Provide Support, But Hold Them Accountable
Your job isn’t just to point out problems—it’s also to help employees improve. Offer resources, mentorship, or additional training if needed. But also make it clear that improvement is expected.
Example: “I’m happy to connect you with a mentor for guidance, but I also need to see progress by the end of the month.”
6. Know When It’s Time to Make a Tough Call
If you’ve provided feedback, support, and opportunities to improve—and nothing changes—it may be time to consider whether the employee is the right fit for the role. It’s not about being harsh; it’s about maintaining a strong, productive team.
Example: “We’ve had several discussions, and I haven’t seen the progress we need. Let’s talk about next steps, which may include transitioning out of this role.”
The Bottom Line
Addressing underperformance isn’t about micromanaging or being the “bad guy.” It’s about setting expectations, offering support, and making sure your team is functioning at its best. The goal isn’t to punish—it’s to help employees succeed. But if they can’t (or won’t) step up, it’s your job to make the right decision for the team.
What strategies have worked for you when managing underperformers? Let’s swap notes in the comments!
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