DialogLab
Managing underperformance
When an employee is underperforming: early intervention, clear standards, and documented recovery plans managers can practise.
Underperformance rarely appears overnight. It builds through missed small commitments, avoided feedback, and shifting priorities. Managers who wait for “enough evidence” often act too late.
Why it matters
Early, kind, specific conversations protect the employee and the team. They also protect you - documented fair process matters if separation becomes necessary.
Common mistakes
- Hinting instead of stating the gap
- Moving goalposts every sprint
- No written performance improvement plan when needed
- Ignoring peer complaints while hoping it fixes itself
A practical approach
- Name the gap in output terms
Deliverables, quality, deadlines - not attitude labels.
- Ask about blockers
Skills, clarity, health, team dynamics - listen before concluding.
- Set a short PIP if appropriate
2–4 weeks, measurable targets, weekly check-ins.
- Document every check-in
Brief notes: agreed actions, what changed, what did not.
Radical Candor: care + challenge
Care personally, challenge directly. Underperformance conversations need both - empathy without standards creates confusion; standards without empathy creates fear.
Before you meet
- Gather examples from last 4–6 weeks
- Align with HR on PIP template
- Schedule weekly follow-ups
Practise before the real conversation
Practise an underperformance 1:1 with voice input and coach feedback.