Managing Performance Issues
Managing someone who’s struggling with performance is one of the toughest challenges for any leader. It requires balancing empathy with accountability, providing support while upholding high standards, and protecting team morale without alienating the individual. Done well, these situations can lead to growth, stronger relationships, and better outcomes for everyone involved.
In this post, we’ll walk through a practical, step-by-step approach to managing performance issues effectively.
1. Diagnose the Root Cause
Not all performance problems are created equal. Before taking action, take time to understand what’s driving the issue.
Skill gap → Does the person lack the necessary knowledge, tools, or experience?
Clarity gap → Do they fully understand expectations, goals, and success measures?
Motivation gap → Are personal, team, or company factors affecting their engagement?
Environmental factors → Is workload, team dynamics, or company structure creating barriers?
Use one-on-one conversations, feedback from peers, and performance data to pinpoint what’s really happening. A thoughtful diagnosis builds trust and ensures your approach is tailored, not generic.
2. Have a Direct and Compassionate Conversation
When you’ve identified the issue, schedule a private, focused conversation. Your goal is to be candid about the problem while expressing genuine support.
Best practices:
Lead with observations, not judgments:
“I’ve noticed that deadlines on the last three projects were missed.”
(vs. “You’re unreliable.”)Stay specific and factual — avoid vague statements like “You need to step up.”
Ask open-ended questions to understand their perspective.
Maintain a calm, neutral tone that focuses on solving the problem, not assigning blame.
This sets the stage for collaboration rather than confrontation.
3. Set Clear Expectations and Success Metrics
Ambiguity breeds misalignment. To improve performance, you need to define what “good” looks like — concretely and measurably.
Define expectations: Outline specific responsibilities, behaviors, and deliverables.
Set measurable goals: Use clear timelines and KPIs where possible.
Confirm understanding: Have the individual summarize what they’ve heard to ensure alignment.
For example:
“Over the next four weeks, I’d like you to submit project briefs two business days before kickoff. We’ll review them together to make sure they meet our content quality standards.”
4. Provide Support and Resources
Performance improvement isn’t just about demanding better outcomes — it’s also about removing roadblocks.
Offer additional coaching, training, or mentoring.
Connect them with peers who can model best practices.
Adjust workloads if burnout is a contributing factor.
Clarify priorities so they know where to focus their energy.
Support sends a powerful message: “I’m invested in your success.”
5. Create a Performance Improvement Plan (PIP) — If Needed
If informal coaching doesn’t lead to progress, formalize expectations in writing. A Performance Improvement Plan (PIP) can provide structure:
State the specific performance gaps.
Set clear, measurable goals and timelines.
Schedule regular check-ins to track progress.
Document everything to ensure fairness and transparency.
Handled well, a PIP is not a punishment — it’s a roadmap to success.
6. Follow Up Consistently
The hardest part of managing performance issues isn’t the first conversation — it’s maintaining accountability over time.
Schedule regular one-on-one check-ins.
Give real-time feedback, both positive and constructive.
Recognize improvements, even small ones, to build momentum.
If performance doesn’t improve, be ready to escalate next steps — whether that means role changes, reassignment, or, if necessary, separation.
Consistency signals fairness, builds trust, and prevents surprises.
7. Balance Empathy with Accountability
Great leaders lead with both heart and spine. That means:
Showing empathy for personal struggles and external factors.
Upholding high standards for performance and team impact.
Protecting the morale and productivity of the broader team.
Your role is to care about the person while caring for the business.
Key Takeaways
Diagnose before you act — understand the root cause first.
Have candid, compassionate conversations focused on facts.
Set clear expectations and measurable goals.
Provide resources and support to enable success.
Use structured plans when needed, and follow up consistently.
Lead with empathy, but uphold accountability.
When managed thoughtfully, performance issues can turn into opportunities — for personal growth, stronger leadership, and a healthier, more productive team.
