Few things impact a team more negatively than unchecked poor performance. Not only is the contribution level of the poor performer compromised, but strong performers are impacted by the drama and frustration that surrounds poor-quality work. Over time, standards slip and what’s acceptable falls short of excellence.
Both the leader and the employee have responsibilities when performance is an issue. A turnaround only happens when both sides show up. Managers must recognize that candor is a sign of respect, not cruelty. The leader who avoids the hard conversation isn’t being kind; they’re being convenient. Keeping the standard communicates, “I believe you’re capable of meeting it.” Accountability is a vote of confidence in a person’s potential.
The team member receiving constructive feedback must demonstrate the self-awareness to accept the truth of the guidance. Then, they must have the will and commitment to own their improvement. The absence of these factors is the most common reason poor performance doesn’t resolve. When the poor performer doesn’t change, others start working around them. Resentment builds, and results diminish. If managers don’t keep stepping up to consistently share feedback, check in on progress, or adjust or reinforce their coaching, the resulting drag on performance can become the team norm.
When addressed in a timely, clear, and actionable manner, poor performance can be resolved. But when it’s clear that someone isn’t openly working to change, improvement isn’t likely. A good leader can’t overcome someone else’s denial. That’s when planning to exit the underperforming team member with dignity and grace is needed. It’s far more common to hold onto less-than-best performers too long than to exit them too swiftly.
Poor performance has high stakes. Unaddressed, it doesn’t stay neutral; it compounds for the person and their coworkers. Resolving it helps ensure a person’s career trajectory continues to rise. Ignoring it not only limits a person’s potential but also degrades team morale and results. The responsibility for courage in the moment doesn’t belong to the leader alone; it’s a mutual act, and the outcome depends on both people choosing growth over comfort.
Good leaders owe it to their organizations to address what’s not working well. The willingness to proactively address poor performance is a mark of leadership excellence.
Founded in 2004, Lead Star is the company behind the best-selling books SPARK, Leading from the Front, and Bet on You. Lead Star helps professionals reach new levels of success through its innovative leadership development programs.
