Oftentimes leaders have to approach team members who are not performing at the appropriate level. Perhaps the leader has implemented changes in the way the team operates, or perhaps the individual has something going on in their personal life that is affecting their work performance. Whatever the reason, if a team member’s behaviour and performance are not where they should be, the leader needs to have a considerate conversation with them. It may seem like a difficult conversation to have, but it doesn’t have to be. It’s not about disciplining that person; it’s about being supportive, and reminding them that in this situation they have choices.
Consideration For The Individual
When someone is not performing adequately, it is a leader’s job to remind them that they are not doing what is expected. There are traditional ways to address this, like saying, “It’s my way or the highway” or “Shape up or ship out.” A much better way is to remind them they have the choice to do the job, or look for a more suitable opportunity. How is this type of conversation any better? It’s better because it comes from a genuine desire to support that person in owning their performance.
Coming to an employee in this way gives them agency. It’s not a threat of termination; it’s a leader asking his or her employee whether they still want the job. If they do, then the leader can offer the necessary support to get them back on track. If not, the leader can still offer support by helping them find a position that they do want. It is their choice whether they want to stay or go. All too often people forget they have options, and instead of choosing to leave a position they don’t want, they let their performance slide. It’s a literal slippery slope.
Consideration For The Team
A good leader has to look out for the team, and must not put up with poor performance. Nothing poisons an organization like a poor performer who is not dealt with. Good performers get resentful as they pull more weight, and one person’s dysfunction can start to spread. For the good of everyone, it is best to deal with a poor performer as soon as possible.
The Actual Conversation
Speaking to someone whose performance is unacceptable doesn’t have to be difficult, tense, or confrontational. The conversation is about what is best for the individual, and the organization as a whole. It is an honest and supportive discussion about what the business needs. If an employee is not interested in working towards the goals of the business, they probably don’t want to be there. The longer this conversation is put off, the harder it gets. A poor performer knows this conversation is coming, and putting it off hurts them too.
The sooner a leader addresses a problem with performance the better. By doing so, a leader supports the individual, the team, and the organization (and albeit, themself).
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 David Swain, BSc Mgmt., MSOD, CEC, PCC with over 30 years’ experience in both coaching the leaders of large organizations and leading them himself.
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