How should you handle a low performer?
A lot of my writing has been about best case scenarios. Ideal leadership. High performing teams.
That’s because I’m typically writing about the goal you want to aim for. And also because I’ve been lucky to mostly have great team members. (Seriously, don’t underestimate the importance of hiring well!)
But sometimes you inherit team members you didn’t hire. Sometimes people’s performance changes over time. Sometimes your great hire isn’t living up to expectations.
Letting someone go and backfilling for their role isn’t easy. You want to make sure you’ve done everything you can to improve the situation before taking that step.
So what should you do when faced with an underperforming team member?
What is a low performer?
Let’s start with defining what a low performer is.
A low performer is anyone who doesn’t meet the expectations that are set for them.
Some people only think of the stereotypical images of low performers: Someone who’s completely unmotivated and doesn’t try. Or someone who’s completely incapable and always seems to be screwing up.
And it’s true, there are low performers who are so far gone that they’re beyond recovery. They just aren’t a fit for their role, full stop.
But there are also low performers who can improve. They aren’t meeting expectations right now, but they could get there. For those that can improve, you need to take action to help them. This might include coaching and skills training, or a better understanding of what’s expected of them.
Some low performers can improve; some cannot. As a manager, you’ll need to learn to identify the difference so that you can spend your limited, valuable time on those who can improve.
Assess the situation
Not all low-performance situations are exactly the same. Make sure you’re assessing the situation to determine the best path forward.
Evaluate performance.
Sure, you’ve decided the performance isn’t great. But what specifically are the issues? Review the specific performance expectations for the role and understand where the gaps are. This will help you to determine how many areas need improvement. It will also help you to determine whether the gaps can be closed:
- Are they performing really well in general but there are one or two areas that need improvement?
- Are the challenges mostly in technical areas or in soft skills?
- Have they shown any improvement in the performance areas?
Talk to them.
The biggest mistake that managers can make is not addressing the topic directly. Dancing around it to “spare their feelings” isn’t doing them any favors. When you’re having a feedback session, get their thoughts:
- What is their self-assessment of their own performance? Which areas do they view as gaps?
- Where do they feel like they could use more support and coaching?
- Do they feel motivated and engaged in their role? Does their role feel like a good fit to them?
Hearing their perspective won’t necessarily change your mind on their performance or whether they can improve. But it will help you to understand their view of the situation and potentially identify some root causes for their performance issues. It also gives them an awareness that you are expecting more than they are currently delivering and an opportunity to make changes.
Try to close the gaps.
Sometimes there are small adjustments that can put a low performer on a better track. Give them some coaching. Offer to send them to formal training. Try giving them a different type of project. All of this has to be within reason — you can’t completely rescope their role. But as a manager, your team members’ readiness to do their job is partly your responsibility.
Make a decision.
This is as important as it is challenging. You need to know when it is time to move someone out of a role. It can be difficult, both emotionally and financially, to replace a team member. But ignoring the problem doesn’t help anyone:
- It doesn’t help the low performer, who is probably aware that they’re not meeting expectations.
- It doesn’t help you, who needs a fully functioning team.
- And it doesn’t help your other team members, who will see whether you’re a leader who takes the best action for the team.
Smooth the transition
I’ll be honest with you. When you have to move someone out of a role due to low performance, it will never be a fun conversation. But there are better and worse ways to do it.
Many companies require that an employee be put on a Performance Improvement Plan (PIP) as the first step of the process of letting them go. The employee is given certain goals or expectations to meet in a certain period of time in order to “improve.” If they don’t improve sufficiently in that time, the PIP provides the documentation to justify their removal.
In many cases, PIPs are disingenuous, because their primary goal becomes legal documentation, not a true plan to make improvements. And often they are a very short duration, like 30 days, which doesn’t allow much time for anyone to make significant improvements. I’ve heard people say, “Once your manager gives you a PIP, the clock is already ticking. You should start looking for a new job.”
However, if you’ve been clearly and consistently communicating feedback to an employee, the PIP should not come as a total surprise. The PIP should not be the first time they’re hearing about not meeting performance expectations.
Some employees will be in denial about how bad things are, even if you do communicate. And some companies’ legal departments will require that you limit yourself to certain formal, documented communications. But it’s so critical that you do everything that you can to make your assessment clear as early as possible — before the PIP. Do not shy away from the conversation.
And where possible, partner with your team member to figure out their path forward. Maybe there’s a different role within your organization that would suit them better. Maybe they’d like to pivot to a different role and you can support them. I’ve had team members apply for internal company transfers with my blessing. When I was in consulting, one of my team members left to go to medical school! If they recognize on their own that a different role is a better fit, it’s win-win for everyone.
No matter what, dig deep into your empathy skills. When someone is not able to perform in their job and is let go, it can be a really painful, discouraging experience. Try not to add to the difficulty of the situation by being awkward or distant. Push yourself to be gracious and kind, even if the employee isn’t.
How to prevent low performance
Even the best managers will end up with low performers on their team from time to time. But there are actions that you can take to minimize the incidence of low performance on your team.
Hire well.
This truly is the best starting point. You can’t control all of the variables of hiring. However, you can clearly define the most important criteria in a candidate, design a robust interview process including behavioral and case-study rounds, and prepare yourself and your interview panel to impress great candidates.
Set clear performance expectations.
The surest way to have employees not meet expectations is to not set expectations. If they don’t know what great performance looks like, how can they possibly deliver it? And you can’t be vague — be clear and specific, with examples.
Give feedback.
Most people dread giving “negative” feedback. But it doesn’t have to be painful. And the only way that your team can improve is if you provide them with detailed developmental feedback early and often.
Coach and develop.
Remember that, as a manager, a key part of your job is to identify areas for growth for your team and provide resources to develop their skills. Even your strongest performers will need to learn and grow. Be proactive and keep evolving the entire team’s skills.
