It’s easy to feel confident as a leader when your team is thriving and everyone’s bringing their A-game. But true leadership is tested when someone on your team is struggling, and you’re the one responsible for helping them turn things around.
One underperforming employee can quietly disrupt the rhythm of an entire team. When deadlines are missed or work falls short, it usually means someone else has to carry the extra weight. And while it can feel uncomfortable to confront performance issues, stepping in early is essential for keeping the team strong, motivated, and moving forward.
Avoiding a tough performance conversation might feel easier in the moment, but it almost always leads to bigger problems. When teammates are left to carry the extra weight, morale drops and disengagement festers. The cost of this is real: Gallup reports that under-engaged and actively disengaged employees cost the global economy $8.8 trillion in lost productivity. The sooner you step in, the more likely you are to help someone course-correct. In doing so, you could potentially strengthen the entire team.
So, how do you flip the script on underperformance?
Be specific
Opening up the conversation with your under-performing employee can feel emotional, so try to take the emotion out of it. Start by defining exactly what underperformance looks like and try not to generalize. Is it missed deadlines? A change in behavior? Declining work quality? Use data and examples to make the feedback grounded and factual. This helps take the emotion out of it and makes the issue easier to discuss. Clarity gives you something to measure progress against later and prevents misunderstandings from spiraling into bigger issues.
Key question: “What specific behavior or output has changed, and when did you first notice it?”
Learn the whys
If your employee used to be strong and is now under-performing, there's usually a reason, and that reason might be that they weren't set up for success. Maybe expectations weren't clear or the work load was too much. Or maybe there's something going on in their personal life that is causing them to lose focus. So try to be empathetic in your discussions to show you support them. Even if the reason for under-performance doesn't excuse the issue, understanding it will help you solve the problem.
Key question: “What could be contributing to this performance change and how can I help remove that barrier?”
Align on expectations
Once you understand the problem, be really clear and specific what good performance actually looks like for that specific employee. This plan might include resetting priorities, updating timelines, or outlining metrics for the next few weeks. As much as possible, try to let the employee help build the plan. Their active engagement increases buy-in and ownership, making them more likely to follow through on the changes.
Key question: “What does a strong performance look like for this role and how can we track it together?”
Check in regularly
It's very important not to wait until an official performance review to check in on progress. Instead, set a schedule for short, weekly check-ins to offer support, review progress, and make adjustments. Bear in mind that these meetings aren’t about micromanaging, they’re about building momentum. Always try to keep the tone supportive and focused on outcomes. When employees feel like you’re in it with them, they’re more likely to stay motivated and improve.
Key question: “How often will I check in, and what specific goals will we review each time?”
Acknowledge progress
When someone is trying to improve, even small wins matter. Taking time to notice and acknowledge them builds confidence and reinforces the behaviors you want to see. Maybe you notice that an employee who was continuously missing their deadlines has gotten everything in on time since you last spoke, or maybe the quality of work has improved in specific ways. Be sure to call these things out. The more supported your employee feels, the more likely they are to sustain their progress.
Key question: “What’s one small success I can recognize this week?”
Be prepared to act if things don’t improve
Not every performance story has a happy ending. If there’s no improvement despite your support, don’t delay hard decisions. Lingering underperformance can hurt team morale and business results. Follow your company’s HR process and document everything along the way. Letting someone go isn’t easy, but it’s sometimes the most respectful path forward for everyone involved.
Key question: “At what point will I escalate and how can I protect the rest of my team in the process?”
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