If you lead people long enough, there inevitably comes a moment when you notice something with a teammate that is hard to ignore. A slide in effort. A change in demeanor. A dip in results that does not match who you know that person to be.
Earlier in my career, I thought the hardest part of leadership was dealing with underperformance. I worried about the awkwardness. I over anticipated the emotions. I assumed these conversations would erode trust rather than build it.
Turns out, I had it backwards.
Those who lead with values, the ones who understand behavior and emotion and how they work together, do not shy away from these moments. They step into them early, with clarity and empathy, because ignoring the issue helps no one. Not the employee, not the team, and not the culture.
Start Early, Speak Clearly, Care Deeply
Poor managers let problems linger. Great leaders address them early, but not with blame or performative toughness. With candor anchored in respect.
You set the tone by coaching, not judging. You frame the issue as solvable and specific, not a character flaw. You make it clear that this conversation is the beginning of support, not the beginning of an exit.
If culture is truly built on values and not catch phrases and corporate jargon, these moments can build relationships and be incredibly motivational.
Dig for Root Causes. Do Not Assume You Already Know
Sometimes performance drops for reasons that have nothing to do with skill, commitment, or desire. I have seen talented people struggle under unclear expectations, inconsistent management, or private battles they are carrying quietly.
Leadership requires curiosity.
Ask. Listen. Create a space where honesty does not feel risky. And while you are doing that, look in the mirror. Process issues are leadership issues too.
Let Them Help Build the Solution
The best goals are not simply assigned. They are co-crafted.
When someone helps shape their goals, they build ownership of the outcome. Break objectives into meaningful and achievable wins. Track them visibly and revisit them consistently.
People do not burn out because work is hard. They burn out because they cannot see progress or purpose. Goals create both.
Feedback Should Be Frequent, Specific, and Human
This is not about micromanaging. This is about partnering.
The check-in rhythm should increase. Not as punishment. Not as surveillance. As support, accountability, and structure. The best coaches do not wait until the game is over to make adjustments. They coach during the play.
If Nothing Changes, Do the Hard Thing the Right Way
There are times when growth does not happen. Skill is not the issue. Motivation is not the issue. Fit is the issue.
Parting ways, done thoughtfully, is also leadership.
Great leaders also understand that their behavior is watched closely by everyone. What they choose to act on shows the team what their values are rooted in, and what they choose not to act on communicates just as much. Allowing an underperforming employee repeated chances without progress sends the wrong message, and top performers notice. It can quietly damage the leader’s credibility and weaken the culture they worked so hard to build.
Firing should never be a surprise. People deserve clarity, closure, and dignity. Teams deserve leaders who protect the culture, not delay the decision.
The Final Step Most Managers Skip
Most organizations treat low performance like an isolated incident. Great leaders treat it like data.
What does this teach us about expectations? Hiring? Onboarding? Training? Coaching? Culture? In every instance of a troubled employee, there are always a minimum of three things that leadership could have done better. Patterns always reveal themselves to those who pay attention. These situations are not setbacks. They are feedback loops. Fuel to refine, redesign, and improve.
A Powerful Lesson in Leadership
Behavior reveals truths and emotion drives actions. Performance conversations, done well, build trust rather than tension. They show employees you see them and their potential. They show the team you protect the culture. They show the organization that values are not slogans. They are standards.
And the manager grows, too.
Leadership is not about proving you are right. It is about improving what is possible.
