About Their Poor Performance
Based on HR research and executive coaching methodologies
Addressing poor performance is one of the most difficult, and most avoided, leadership responsibilities. Done well, it can turn around an employee. Done poorly (or not at all), it damages the entire team.
Most leaders delay performance conversations far too long. Common reasons include:
The cost of avoidance: Poor performance rarely improves without intervention. Meanwhile, high performers become frustrated watching underperformance go unaddressed, and the problem employee is denied the feedback they need to improve.
Be direct and specific about the problematic actions, not the person.
Example: "The last three reports you submitted contained significant errors" not "You're careless."
Describe how the behavior affects the team, projects, or company goals.
Example: "This caused the client to lose confidence in our work and required two team members to spend their weekend fixing the issues."
Allow them to explain their side. Ask open-ended questions.
Example: "Help me understand what's been happening. Is there something I'm not seeing?"
Define clear expectations, support needed, and consequences for inaction.
Example: "Let's agree on specific steps to address this. What support do you need from me?"
Clarity is kindness. Don't soften the message so much that it gets lost, but deliver it with respect.
| Instead of... | Say... |
|---|---|
| "You're unreliable" | "You've missed three deadlines this month" |
| "You don't care about quality" | "The last two deliverables had significant errors" |
| "You're difficult to work with" | "I've received feedback that team members feel dismissed in meetings" |
You may discover legitimate obstacles, personal issues, or misunderstandings. Be open to learning something new.
If the employee becomes defensive or emotional, don't match their energy. Stay calm, acknowledge their feelings, and refocus on the issue.
"I understand this is hard to hear. I'm not trying to attack you, I want to help you succeed. Can we focus on what we can do going forward?"
"I hear that there are external factors. Let's talk about what's within your control and how we can address those."
"I have specific examples I'd like to walk through. Let's look at them together and you can share your perspective on each."
"I can see this is upsetting. Would you like to take a few minutes? We can continue when you're ready."
Focus on facts, maintain professionalism, and seek commitment to change. The goal is not to punish but to give the employee a clear understanding of the problem and a genuine opportunity to improve. Be direct, be fair, and follow through.
