Best Practices For Addressing Underperformance

The underperformer on your team isn't always the biggest problem. Sometimes it's the leader who noticed months ago and said nothing. When a team member underperforms, leaders usually do one of two things: 1. Avoid it 2. Handle it badly Both are expensive. Leading a team through restructuring at Truegenics taught me that how you respond to underperformance says more about your leadership than almost anything else. The conversations I handled well rebuilt trust.  The ones I delayed or got wrong cost me time, team morale, and in some cases, good people. There is a better way to handle it, and it starts with a mindset shift most managers never make 👇 🧠 The mindset shift first: → Underperformance is a sign to investigate, not a problem to immediately remove → It's usually about clarity, capability, circumstance or culture  → Your job is to understand what is in the way, then decide clearly what to do about it Now you're faced with the problem. Before you react, ask yourself... → Do they actually know what is expected of them? → Have they ever hit this standard before? → Do they have what they need to do the job properly? → Is something outside work affecting how they are showing up? → Have I given honest feedback before now, or is this the first time they are hearing it? The question is never just whether someone is underperforming. It's WHY. Once you have that information, assess whether it's a pattern or a moment. It's a pattern if: → The same issue has come up more than twice → Feedback has been given and nothing has changed → Their output is affecting the rest of the team → Deadlines are being missed consistently, not occasionally → Other team members are filling the gaps One conversation is not enough. Patterns need a plan. In practice, this looks like: ✅ Start with facts, not frustration "Here is what I am seeing. Help me understand what is going on." ✅ Define the standard clearly together.  Don't assume they know what good looks like. Write it down. Make it measurable. ✅ Build a support plan What do they need to get there? Training, clearer direction, more regular check-ins? Commit to it together. And if nothing changes after genuine support and clear expectations... The decision to part ways is not a failure of leadership.  Keeping someone in the wrong role far longer than you should is. Underperformance handled well is not just good management. It is one of the clearest signals to your entire team of the kind of leader you actually are. Do you think most leaders address underperformance too late? Leave your thoughts below. ♻️ Repost to help a leader in your network handle this better. 🔔 Follow Alvin Huang for more on building high-performing teams.

PM underperformance can be fatal for product teams and, hence, finding the root cause early is crucial to timely course-correction and setting up PMs for success. Contrary to popular opinion, under-performance is usually not intentional (PMs are generally, though not always, ambitious beings) and can be sourced to 4 primary causes: 1️⃣ Skill or knowledge gap - When PMs don't have the skills (e.g. data chops) or knowledge (domain) needed to succeed in the role. This is by far the most common cause of PM underperformance. 🔧 How to fix this? PMs and managers hold equal responsibility, especially if they hired this person for the role. First, the two need to work together to identify the knowledge or skill gap. Second, the PM needs to have the desire to up-skill/learn and the team needs to afford them time to do it. If not, it's better for both parties to find a better fit. 2️⃣ Culture misfit - When the company's and an individual's cultural values and operating principles don't align. Common e.g. a soft-spoken PM who leads with empathy and inclusiveness working in an environment where the loudest/most aggressive voice gets to make their point. 🔧 How to fix this? This is much harder to fix quickly - culture can't change for one person, hence, the PM needs to adapt. If they can't, it's best for them to move on. Recognizing this is also hard as it requires high EQ and critical thinking to be aware of the cultural nuances of the company and of the self. 3️⃣ Ambiguity in expectations - This situation is more tactical in nature and occurs when the manager and the reporting PM are not on the same page wrt outcome expectations from PMs. This manifests in several situations like mis-prioritization of efforts, chasing the wrong metric etc 🔧How to fix this? Contrary to popular opinion, the manager and the PM are both at fault. The best way out is to write down clear role & outcome expectations from the PM and use this as a yardstick for evaluating performance. Make it as objective as possible to prevent biases from creeping in, especially if there is low trust in the manager-PM relationship 4️⃣ Lack of motivation - This can happen in isolation, for e.g. due to personal situations or critical life events that can alter physical or mental health which further impacts work. However, in most cases, lack of motivation or desire to work in a role develops gradually & subtly due to one or a combination of the first 3 factors. 🔧 How to fix this? Managers need to make PMs feel safe to share what's going on without fear of judgement or reprisal, by building an environment of trust & empathy. If the manager can't address the underlying cause of motivation (e.g. personal life event) and if the team/org can't afford the time to the PM to resolve this on their own (e.g. by taking time off) then it's best for both parties to find a better fit. Curious to know if you have observed other reasons for under-performance? Please share in comments!

I've learned one universal truth: everyone has performance ups and downs. The best leaders? They don't wait for a full-blown crisis. They spot the early signs and have those crucial conversations before things spiral. Here's my framework for helping a team member get back on track: 1. The "What's Up?" Chat (Week 1-2)   • Leader: Set up a casual one-on-one. Listen more than you talk.   • Team Member: Be honest about what's not working. It's okay to admit struggles.    Tip: Use open-ended questions like "What's your biggest challenge right now?" Consider having this chat outside your office - grabbing a coffee can change the dynamic. 2. Game Plan (Week 3-4)   • Leader: Work together to set clear, doable goals. Reset expectations as needed. Be specific about what needs to change.   • Team Member: Speak up about what you need to succeed. Own your part in the plan.   Tip: Break larger goals into weekly tasks. Stretch the team member but don't break them. 3. Support and Resources (Ongoing)   • Leader: Connect them with a mentor. Provide the tools they need.   • Team Member: Use these resources. Ask for help when you need it.   Tip: Consider personality assessments to identify strengths and growth areas. 4. Regular Check-Ins   • Leader: Regular catch-ups. Give honest feedback – good and bad.   • Team Member: Come prepared. Be open to feedback and ready to adjust.   Tip: Use the "situation-behavior-impact" model, and ask, "What would you do differently next time?" It promotes problem-solving, not just reflection. 5. One Month In: Quick temperature check • Discuss what is working and what additional resources or support is needed. 6. Three Months In: Bigger picture review • Discuss overall progress and expectations where performance has improved. 7. Six Month Milestone: Decision time   • If performance is better: Celebrate and plan next steps   • If not: Have an honest talk about whether this role is the right fit Remember: 🔸 Keep talking. Silence doesn't help anyone. 🔸 Leaders guide, but team members drive their own improvement. 🔸 Write stuff down – it keeps everyone on the same page. 🔸 We're all human. Patience and fairness go a long way. Watch out for inflated progress reporting. Stay engaged to see real progress. Look for tangible results, not just promises. Sometimes it works, sometimes it doesn't. But giving someone a fair shot to turn things around? That's good leadership. Leaders – ever helped someone bounce back? What worked? How did you ensure genuine progress? Share below!

Your team just missed targets. And your first instinct is about to make it worse. You're feeling the pressure. Budget cuts are coming. So, you do what every panicked leader does: → Push harder → Extend hours → Micromanage everything → Demand daily check-ins Here's what you just did: You optimized for looking busy instead of getting results. The teams that turn around underperformance don't add more pressure. They remove it. Here's the playbook: 1. Diagnose before you prescribe- Stop guessing. Meet 1:1 with each person and ask: "What's blocking you from your best work?" The answer is never "not enough hours." 2. Kill 30% of your initiatives- Your team is drowning. Cut the bottom third of projects immediately. Every "yes" without a "no" is just another anchor. 3. Remove friction, not people- Map your workflow. Find the approvals, handoffs, and meetings that slow everything down. Then delete them. 4. Rebalance workload now- Your top performers are doing 3x the work of everyone else. That's not sustainable. Redistribute or start writing job postings. 5. Lead the outcome, not the activity- Pick ONE metric that moves the business. Let your team figure out how to move it. Then get out of their way. Great leaders don't push harder when results slip. They clear the path so their team can run faster. When your team underperforms, what's your first move? Follow Shirley Braun , Ph.D., PCC for insights on leadership and transformation that sticks in Tech and Biotech.

If you lead people in an AEC firm long enough, you'll eventually face one of the most uncomfortable but necessary tasks in management – telling someone they aren’t cutting it. Not hinting, not dancing around it, and not hoping they magically figure it out through osmosis, but actually telling them in plain English. Most managers avoid this like a root canal without anesthesia, or like opening a project financial report they already know is bad. That avoidance is exactly why mediocre performance lingers, spreads, and quietly drags the firm down while everyone politely pretends not to notice. Here’s the reality. Your job is not to be liked, it is to build a firm that performs, and that means dealing with underperformance directly, clearly, and quickly before it infects everything else and turns your culture into a “support group for low expectations.” Here are my thoughts: * Stop waiting for the “right time.” There is no perfect moment where the clouds part and the employee says, “Please critique me, I have been waiting.” The longer you wait, the worse the situation becomes as performance problems calcify, expectations drift, and resentment builds on both sides. What could’ve been a simple course correction eventually turns into a much harder conversation that starts to sound suspiciously like, “How did we let it get this far?” * Be specific or don’t bother. Telling someone they need to “step it up” isn’t real feedback; it’s avoidance dressed up as management. If you can’t clearly articulate what is wrong, you’re part of the problem. Talk about missed deadlines, blown budgets, poor communication, or weak client relationships, and use real examples so there is no confusion and no room for the classic response of, “I thought I was doing fine.” * Tie performance to impact. AEC firms run on utilization, labor multipliers, backlog, repeat business, and profitability, so when someone underperforms, it is never abstract. It hits the numbers, burdens their teammates, and can put client relationships at risk. Connecting those dots helps the employee understand this isn’t a personality issue, it is a business issue, and the business tends to care a lot more about math than feelings. * Drop the sugarcoating. Most managers bury the message under layers of politeness, softening it so much that the actual point gets lost somewhere between “you’re doing great” and “just a couple small things.” By the time they are done talking, the employee walks out feeling encouraged while nothing actually changes. Say it plainly that they are not meeting expectations, the role requires more, and specifically where they are falling short. * Make expectations painfully clear. Don’t assume they know what “good” looks like, because in many cases they don’t, especially if no one has ever told them. Spell out billable hour targets, project management expectations, client responsiveness standards, and how they’re expected to work with others internally… Much more below!

Is your PM underperforming, or are you under-managing? Three PMs were labeled 'underperformers' on my first day. My boss wanted all of them gone. I didn't let go any of them. Not immediately. Instead, I asked: had anyone actually managed them? Turns out no. They'd never received real feedback. No one taught them how to write requirements or connect their work to business outcomes. There were all these expectations of them never communicated explicitly. So I built what should have existed: coaching sessions, templates, peer reviews, 1:1s. One rule: explain the why behind every ticket, not just the what. Two turned it around within weeks. The structure was all they needed. The third didn't make it. Same investment, same tools, but couldn't move from order-taker to problem-solver. Here's what stuck with me: we almost fired three people for a management failure, not a performance failure. Before you label someone an underperformer, ask if you've given them the tools to perform. Most "low performers" are just operating in low-performance systems. The fastest way to improve your team isn't always hiring better. Sometimes it's just managing better.

The 3-step framework to address poor performance: 1. Accept it (if manageable) 2. Walk away (let them go) 3. Change it (adjust your approach) But most managers choose the wrong option: - Do nothing - Complain to others - Nurse resentments - Wait for magical improvement This approach: - Doesn't solve anything - Temporarily soothes your ego - Hurts you and the business long-term If you can't accept or walk away, you must change. Here's how: 1. Prepare your mindset: • Be brave (give honest feedback) • Be kind (balance criticism with appreciation) • Keep it clean (use neutral language) 2. Pre-conversation prep: • Calm yourself • Identify specific actions • Analyze the situation • Prepare examples and data • Plan for potential reactions 3. Initiate the conversation: • Schedule via clear, professional email • Choose private location • Allocate uninterrupted time 4. Conduct the conversation: • Set constructive tone • Stick to facts, not assumptions • Be specific about desired changes • Use "I" statements • Maintain calm, neutral tone Use this format: "When you [action], the impact was [effect], and my request is [solution]." 5. Encourage dialogue: • Ask for their perspective • Listen actively • Discuss solutions collaboratively 6. Handle reactions: • Stay calm if they get defensive • Offer a break if emotions escalate • Focus on finding solutions Follow up: • Summarize key points • Set specific, measurable goals • Schedule progress check-ins • Document everything Remember: The goal is improvement, not punishment.

Think handling low-performers is all about being tough? It's actually about doing this 👇: Modern leaders approach performance issues with empathy and action. Here’s how... 1️⃣ Identify Root Causes, Not Just Symptoms ↳ Performance issues often stem from underlying problems like lack of clarity or resources. ✅ Start with a conversation to understand the challenges they’re facing. 2️⃣ Set Clear, Measurable Goals ↳ Low performers may struggle due to vague expectations. ✅ Ensure they know exactly what success looks like with measurable goals. 3️⃣ Provide Constructive Feedback Regularly ↳ Don’t wait for annual reviews—feedback should be ongoing and solution-focused. ✅ Give actionable advice immediately so they can improve in real-time. 4️⃣ Offer Targeted Support and Training ↳ Sometimes, low performance is a skill gap, not a motivation issue. ✅ Identify areas for skill-building and provide training resources. 5️⃣ Recognize Small Improvements ↳ Even minor progress can encourage further improvement. ✅ Celebrate each step forward to boost confidence and motivation. 6️⃣ Encourage Self-Reflection ↳ Encouraging self-assessment helps employees identify their own areas for growth. ✅ Use open-ended questions to prompt self-reflection and accountability. 7️⃣ Consider Role Reassignment if Necessary ↳ Sometimes, a role misalignment is the root of poor performance. ✅ Explore new roles that may better align with their strengths. 📌 PS...Low performance is often a signal, not the end. ♻️ Share this with your network to help leaders manage low performance approach it with empathy and clarity to unlock potential. 🚀 Join 57,000+ leaders reading my daily science-backed tips on leading high-performing teams using mindset, habits and systems. No vague recommendations. All backed by science and experience. ➡️ Follow me here Harry Karydes