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How To Manage Low Performers | The Right Way!
BeTopTen | Tech Leadership & Career Growth
Overview
This video explains how managers can effectively handle underperforming employees, emphasizing proactive and empathetic approaches over avoidance. It details a step-by-step process starting with early intervention, understanding the root cause of underperformance (skill gap vs. motivation issue), providing targeted coaching and support, and finally, exploring a range of options beyond termination if improvement doesn't occur. The core message is that managing low performers well is a crucial, albeit difficult, aspect of leadership that benefits the individual, the team, and the organization.
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Chapters
- Most managers avoid addressing low performance, leading to frustration for high performers and loss of trust.
- Delaying feedback prevents the underperformer from receiving the necessary guidance to improve.
- Early intervention is critical; the moment underperformance is noticed, managers should increase engagement, not wait.
- Acting early means gathering context and increasing focus, not immediately resorting to formal disciplinary action.
Avoiding difficult conversations about performance erodes team morale and can lead to the loss of valuable employees, while early, focused engagement can prevent these negative outcomes.
A manager waits too long to address an underperformer, and by the time they act, their best engineer has already started looking for a new job elsewhere.
- Managers must differentiate between an employee who 'can't' perform due to external factors and one who 'won't' perform due to lack of motivation.
- 'Can't' issues include skill gaps, being promoted too quickly, personal problems, burnout, or unclear expectations.
- 'Won't' issues stem from a lack of motivation, disengagement, disagreement with team direction, or resentment.
- Understanding the cause is crucial because the solutions for skill gaps (coaching) differ significantly from motivation problems (direct conversation).
Accurately diagnosing the reason for underperformance ensures that the manager applies the correct support or intervention, rather than misapplying solutions that won't address the actual problem.
An engineer struggling with a new, complex technology might 'can't' perform due to a skill gap, requiring training, while another engineer who consistently misses deadlines might 'won't' perform due to disinterest, needing a motivational conversation.
- Coaching requires setting crystal-clear, specific, and measurable expectations, not vague statements.
- Provide concrete examples of performance gaps to make feedback actionable.
- Establish a realistic timeline (e.g., 4-6 weeks) for improvement and schedule regular check-ins.
- Actively support the employee by removing blockers, pairing them with strong colleagues, or adjusting project scope.
Genuine coaching, characterized by clear goals, specific feedback, and active support, is essential for helping an employee improve and demonstrates the manager's commitment to their development.
Instead of saying 'improve your code quality,' a manager should say, 'For the next feature, ensure all new code has 80% test coverage and passes peer review on the first submission.'
- When coaching doesn't yield results, managers have a range of options beyond immediate termination.
- These options include role changes, team transfers, title/level adjustments, or a formal Performance Improvement Plan (PIP).
- A PIP, when used genuinely, offers a final, structured chance for improvement.
- Managing out involves a respectful conversation to help the employee find a role or company that is a better fit.
Having a diverse toolkit of interventions allows managers to address persistent underperformance in a way that is tailored to the situation, potentially preserving talent or ensuring a respectful separation.
An engineer who excels at detailed technical tasks but struggles with client-facing responsibilities might be moved from a client-facing role to an internal-facing infrastructure role where they can thrive.
- Managing low performers effectively is an act of care, not ruthlessness.
- Honest, early conversations and genuine coaching build team trust and value high performers.
- Helping an employee find the right path, whether improved performance or a better fit, benefits everyone.
- Great managers lean into these difficult conversations rather than avoiding them.
Mastering the management of low performers distinguishes great leaders by fostering a high-trust environment where all employees, regardless of performance level, are treated with respect and clarity.
By addressing an underperformer's issues directly and supportively, a manager ensures that the rest of the team sees that performance is valued and that issues are handled fairly, reinforcing trust in leadership.
Key takeaways
- Proactive and timely intervention is crucial when dealing with underperformance to prevent team frustration and loss of talent.
- Accurately diagnosing whether an employee 'can't' perform (skill/circumstance) or 'won't' perform (motivation) dictates the appropriate management strategy.
- Effective coaching involves setting specific, measurable goals, providing concrete feedback, and offering active support.
- Managers should maintain a documented record of conversations and expectations for clarity and alignment.
- A range of options exists beyond termination, including role changes, team transfers, and formal PIPs, allowing for tailored solutions.
- Addressing underperformance directly and supportively is a sign of strong, caring leadership that benefits the individual, the team, and the organization.
- The rising performance bar, influenced by tools like AI, means continuous skill development might be part of the coaching process.
Key terms
Low performerUnderperformance1:1s (One-on-Ones)Context gathering'Can't' vs. 'Won't'Skill gapMotivation issueCoachingPerformance Improvement Plan (PIP)Managing outTermination
Test your understanding
- What are the primary negative consequences of a manager avoiding discussions about low performance?
- How can a manager effectively differentiate between an employee who 'can't' perform and one who 'won't' perform?
- What are the key components of providing effective coaching to an underperforming employee?
- Describe at least three alternative actions a manager can take if an employee's performance does not improve after coaching.
- Why is managing low performers considered an act of care rather than ruthlessness in leadership?