How do you handle underperforming team members?

In my experience, I have realised that those who tend to underperform in teams have often faced challenges in different ways- Whether it is the lack of motivation or the lack of resources or even the lack of skills, each one of these adds to their lack of giving their all and performing less than their potential. For leaders and team builders, it's important to understand this reason and support the individuals accordingly. Understand why they are underperforming and if you can help them in any way- Emotionally, verbally or maybe through concrete supportive actions.

The first thing in this case is to figure out why. There could be different reasons and circumstances resulting into below par performance.

As a manager you have to take a step back and figure out the root cause first - is it the manager's unrealistic expectations or is it the team member's not fulfilling reasonable goals? So many managers go in guns blazing without looking holistically.

When addressing underperforming team members, I prioritize constructive feedback and support. Open communication is key to understanding any challenges they may face. I aim to identify areas for improvement and offer tailored solutions to help them grow professionally. Encouragement and mentorship play a crucial role in motivating individuals to excel. Ultimately, fostering a positive and collaborative environment empowers everyone to thrive and contribute their best efforts to our collective success.

The problem is not always with the team member. Sometimes some managers have unrealistic expectations and this can be demoralising. Also misinterpretation of a person's hard work can also cause an employee to underperform.

In my view, this conversation should be conducted privately and respectfully, ideally face-to-face to ensure clear communication and understanding.

In my opinion, these are very sensitive conversations which need in person discussions. Before letting them know about their performance dipping, it is important to understand from them how do they feel about their performance, where do they think they could have done better. With this approach, the employee gets comfortable with the manager, which makes it easy for the manager to discuss about performance gaps. Identifying and aligning tasks as per the employee’s strengths plays a crucial part during these discussions.

You should consider having these conversations during a walking meeting, so you're side by side with the person, which evens the playing field. Conversations like this, when they are opposite one another can feel confrontational, a walking meeting can help the person feel relaxed and open up more, meaning you'll get more of an understanding from the team member.

In my professional experience, I have witnessed that Performance Improvement Plans (PIPs) usually do not have a good reputation among employees. Many of them see PIPs as a tool for employers to lay the groundwork for dismissal. This perception is problematic, and it's time for companies, managers, and HR professionals to communicate the real purpose of PIPs. When used correctly, PIPs can provide a blueprint for getting back on track and help support employees through a tough period. Life happens and no one is immune to challenges that may hinder their performances. Perhaps we need to rename PIPs to "Back to Track Plan". Let's shift the conversation and use PIPs as a positive tool for employee development and growth.

In my opinion, the issue is with the performance and not the person. Corrective action should be focused merely on performance. PIP as such is every employee’s nightmare who think that’s the short cut to layoff. Constant feedback, clear communication becomes vital during this time. It is also important to discuss the improvement plan with the employee so that one is in consensus of the plan. Emotional support becomes crucial apart from mentoring, coaching and providing guidance.

The issue you're experiencing isn't the issue they experiencing!! In my experience personal ability isn't the issue. More often it's the experiences gained in the person's personal life leaking into their work life. When work becomes the Santuary but with no implemented way to express that tension it leaves people unmotivated.

I’m come from the technical perspective. Many of the delays that I come across stem from specific issues that stem from specific problems handled without knowledge or experience. Individuals always work on a small part of a big project or process and are always lacking in context or experience from the greater whole. I find it helpful to sit down with them and fill in the gaps that they are missing.