How To Address Under Performance
In a perfect world, each of our team members would be meeting or exceeding expectations all the time.
And that’s not life.
Under performance happens.
Let’s take a look at how to address these challenges.
(FYI #1: today is longer because I’m including a fair amount of sample language. Steal it. Share it. Forward it along.)
(FYI #2: if you're prepping for performance review conversations, I have 5 videos modeling difficult scenarios, scripts, and more, available for only $15.)
Back to setting you up for success…
First, we have to start with mindset.
Go into every performance issue with the assumption they can turn it around.
If things aren’t turning around, moving quickly can be the kindest thing to do.
No one likes under performing. They know it, you know it. Don’t pretend it’s not happening.
Not addressing poor performance is one of the fastest ways to erode your team’s culture.
And now, the conversation…
There are 3 levels of conversations on your journey to turning someone around or managing them out.
Instance, Pattern, Role Concern. These present a natural progression and escalation.
Let me demonstrate.
Instance
Your first conversation should be Instance. The heart of the conversation is you’re sharing feedback on something that just happened.
That might sound like:
“Can we connect for a quick minute? I want to set you up for greater success managing cross functional stakeholders.
I noticed Steph reached out with a request for an update yesterday morning and it looks like that’s still outstanding.
What’s your game plan for getting back to them and getting ahead of their needs?”
You’re approaching them by asking for their time, showing a desire to set them up for success, and you’re keeping it neutral by sharing what you noticed. And then you transition to action.
Pattern
Now, let’s say it happens again. Their poor responsiveness is causing cross functional partners to reach out to you because they aren’t trusting your team member.
Your next step is to have a clear and kind conversation about the pattern you’re worried is beginning to form.
That might sound like:
“Hey Taylor, I’m noticing a pattern that I’m beginning to have concern about and I want to shine a light to help you get it turned around. Do you have a few minutes to talk through stakeholder management?
We’ve spoken about this before and I’m worried a pattern is starting to form. And the pattern is related to your responsiveness and depth of communication with stakeholders.
[Pause - let them react/respond]
What I’d like to do is talk through the look and feel of elevating your communication with these partners. What are you seeing as some ideas to ensure folks are getting what they need?”
You’re creating a natural escalation in the conversation because:
You’re addressing that there’s a pattern to be adjusted, and
You’re expressing concern.
And you’re also helping them with a path forward. You’re engaging them in creating a solution. They’ll be much more likely to take an action when they were part of creating it.
Documentation
It’s at this stage, your brain should be thinking DOCUMENTATION.
You need to be operating under the assumption that they’ll get it turned around, AND you need to be prepared in case they don’t.
Here are 5 samples of feedback conversations being documented.
Role Concern
Back to our scenario…
Now, the actions they identified aren’t sticking, things are slipping through the cracks, and you’re not sure they have what it takes to succeed within the requirements of the role.
It’s time to elevate the conversation again. It might sound like this:
“I want to take a few minutes today and have an open and honest conversation about your ability to be successful in this role.
We’ve been working together to improve your communication and stakeholder management for the last couple months and I’m noticing you’re not only not quite there, I’m also seeing your confidence and energy drop.
I’d like to ask that we mutually explore if this is the right role for you. How are you feeling?”
Keys to Success
Reading about managing under performance and doing it are two different things.
I can give you the tools, and the real keys to success live within you.
Courage - being a courageous leader means having the courage to speak up when it’s hard.
Care - care enough for the well being of your people to bring it up.
Act quickly - the kindest thing to do is to address it early and quickly. Don’t let it drag on.
What else would be helpful for you when managing under performance?
Comment below or send me a note (Katie@enduranceboss.com)
