How to manage underperforming employees

Navigate the challenges of managing underperforming employees by implementing a practical process that transforms excuses into excellence

CREDIT: This is an edited version of an article that originally appeared on Harvard Business Review

Ever dealt with an underperforming employee? Reacting with anger isn’t the solution, and micromanaging only adds to your workload while teaching the employee to evade accountability. So, what’s the alternative when trust in their ability to deliver is eroding? We dive into a no-nonsense approach to transform outcomes and eliminate excuses.

Trust the process, not the person

The key is to shift your trust from the individual to a well-defined process. By doing so, you create a structured framework that minimises excuses and sets the stage for improved performance.

Decoding employee failure

Understanding why an employee may be falling short provides valuable insights into crafting a robust process that eliminates excuses. Potential pitfalls often fall into three categories: alignment, competence, and motivation.

• Alignment issues

Employees may not fully grasp your expectations or the requirements for a job well done. To address this, invest in upfront alignment conversations, ensuring everyone understands the purpose, objectives, and broader context of the work.

• Competence problems

Sometimes, employees lack the necessary skills or knowledge to accomplish the task at hand. To bridge these gaps, delve into the specific steps required, share effective approaches, and provide precedents from past projects. Ensure a mutual understanding by encouraging the employee to share their plan.

• Motivational challenges

A lack of motivation can impede success. Highlight the significance of the task, emphasising both positive outcomes and potential negative ramifications if the work isn’t delivered. Consider intrinsic rewards tied to the employee’s enjoyment of the work.

Crafting the performance scaffold

Your role is to construct a performance scaffold supporting the employee from task assignment to delivery. This scaffold should address their alignment, capability, and motivation issues. Tailor the process to the individual’s unique shortcomings.

Providing clarity on objectives

Employees often falter when they are unsure about expectations. Invest time in defining the purpose and objectives of the work, leaving no room for misinterpretation. Specify the minimum standard, what constitutes a home run, and outcomes deemed unacceptable. Clear goals eliminate alignment excuses.

Aligning on the optimal approach

In cases where competence is a concern, go beyond task requirements and explore how the employee plans to achieve them. Mitigate shortcuts or neglect by discussing required steps, sharing effective approaches, and providing guidance on potential challenges. This collaborative approach removes capability excuses.

Raising the stakes: Motivational boost

For motivational challenges, emphasise the obligation and articulate the stakes involved in successful delivery. Explore both positive outcomes, such as enhanced reputation and future opportunities, and negative consequences. Connect the work to intrinsic rewards the employee finds fulfilling. Anticipate potential setbacks and create a plan B, instilling resilience.

Managing an employee prone to excuses requires a proactive approach. Constructing a tailored process that addresses alignment, capability, and motivation establishes a foundation for success. If, despite these efforts, the employee fails to deliver, you’re well-prepared for a performance management conversation, armed with insights and solutions. Trust the process, guide the individual, and navigate the path to improved performance.