You're facing a team member's underperformance. How can you address it with empathy and accountability?

The very first step before we jump into any conclusion is to identify the root cause of underperformance. To identify if its a skill issue or a will issue. If it is a skill issue provide a clear and constructive feedback which will help the resource to work on the skill issue to fill in the gap. However if it is a will issue, analyze if its a personal issue or professional. Sometimes lack of motivation also lead to underperformance and emotional damage. Here providing ongoing support will make wonders. Also at the same time a clear communication and continuous feedback will help.

Addressing a team member's underperformance with empathy and accountability requires a thoughtful and balanced approach that fosters trust, growth, and responsibility. Initiate a Private, Supportive Conversation: Initiate a private, one-on-one meeting with the team member to discuss your concerns. Approach the conversation with a genuine desire to understand their perspective. Use open-ended questions like, "I've noticed some challenges in your recent performance. Can you share what's been going on?" This sets a non-confrontational tone and shows that you care about their well-being. It allows the team member to express any personal or professional issues that might be affecting their performance, providing you with valuable context.

To address underperformance with empathy and accountability, privately discuss issues, set clear expectations, offer support, create an action plan, and follow up. Recognize improvements and take decisive action if needed.

Lo importante es reconocer el problema con empatía. Eres un facilitador, un creador de contextos para que algo ocurra. Lo primero que hago es analizar su historial de trabajo y los contextos recientes que podrían haber influido en su desempeño. ¿Ha habido cambios significativos en su vida personal o en el equipo? Esta perspectiva me permite abordar el problema con empatía y buscar soluciones que no solo beneficien a la persona, sino también al equipo en su conjunto. Detrás de cada rendimiento, indicador o medio de verificación hay una historia y un contexto que deben ser reconocidos y respetados.

One of the first steps in addressing underperformance is to provide clear feedback to the employee, highlighting areas in their work ethic in which they need to meet expectations. Open communication and constructive discussions help both parties understand each other person’s perspectives and establish goals for improvement.

FACT: Leaders have to address underperforming team members immediately. You cant ignore it or wish it away. But, how you address it, can be empathetic. If the shortcoming isnt catastrophic, it is empathetic to address the shortcoming in a one-on-one, or small group. Ask questions; listen to their answers. Be mindful of excuses. But if they need additional training, or resources that you control, or assistance in moving something through the process...help them immediately. Ensure they understand that they are missing the mark and that you are trying to help them achieve it. Review actions and next steps. And remind them they are responsible for their actions, and you hold them accountable. Just as you would everyone.

Start the conversation with a brief introduction for the purpose of the discussion, and then ask the employee to share their perspective. Listen carefully without interrupting. Ask clarifying questions to make sure you understand. During the interview, you will likely discover that you were incorrect about some of the assumptions you made. Then you will be able to provide more accurate and constructive feedback that will yield greater results.

Fostering open dialogue is essential. Begin by creating a safe and nonjudgmental space where they feel comfortable sharing their challenges. Listen actively, acknowledging their perspective without blame. Empathize with their struggles and recognize that everyone faces setbacks. Next, engage in a candid conversation. Clearly articulate the performance gap, focusing on specific behaviors or outcomes. Encourage self-reflection by asking questions like, what obstacles are you encountering or how can we support you? Balance empathy with accountability by jointly exploring solutions and setting clear expectations. Remember, open dialogue promotes growth and strengthens team dynamics.

Initiating a conversation about underperformance requires sensitivity. Approach the discussion with empathy and a genuine desire to help. Start with open-ended questions like, "I've noticed some changes in your performance; can we talk about what's going on?" Listen actively to their responses, showing that you value their perspective and are there to support them. This creates a safe space for honest dialogue and helps in addressing the issues constructively.

It is important to clarify mutual expectations and periodically evaluate alignment. If expectations are agreed upon but potential is not translating into performance, assess the barriers. Research shows people fail to exhibit expected behaviors due to: not knowing what to do, how to do it, or why it matters; thinking they are already meeting expectations; encountering uncontrollable obstacles; believing their work is futile; prioritizing other tasks; seeing no positive outcomes or negative consequences; fearing limitations or negative future impacts; or viewing the goal as unattainable because no one else has achieved it. Identify the influencing factor in the issue at hand.

Poorly managed expectations are the mother of many f-ups! Most leaders need to spend more time on clarifying and managing performance expectations. Ongoing dialogue and written down performance indicators are key to do this effectively. If we see underperformance: We need to find the courage to reach out to the "underperformer" soon, stating that "your performance is not meeting my expectations" and taking responsibility for clarifying expectations "I take responsibility to clarify what I expect of you" and also emphasizing "you need to up your game" and specifying in which area the person needs to up their game.

It's important that expectations are set for employees way before performance issues arise, at the very beginning of the work being performed. If this wasn't done properly, now is the time to reset expectations. But it has to be done while taking accountability for not doing it well in the first place.

The relationship between team members and leadership starts with the hiring/onboarding process. When addressing a team member's underperformance, the relationship should be paramount. That means the leader should address underperformance by focusing on what is best for the employee and if that aligns with the company's missions and culture. Start with being specific about the underperformance. More importantly, get curious about the reason for the underperformance. This shows empathy and can lead to a more effective solution. Once you have clarity about the underperformance, determine if the agency can support the team member or if the reason is due to the team member's interest is best suited in an alternative environment.

It is important to bring out the strategy of the business so you can show them first of all, how their contribution to the organization’s goals is crucial for not only their success and then of the team and organization as a whole. After that, you ask as a leader, what their understanding of their role is so that you can address any misunderstandings around that. This is then followed by you as a leader asking how you can support them in achieving the work at hand, making sure that you provide them with the support they need and a day for you both to come back to reassess performance.

An underperformer doesn't indicate they are an underachiever. It's important to speak and understand the nature of their problem. It might be personal or professional, but listening without prejudice can make them feel better. All of us go through ups & downs. Provide them work different to their daily routine or tag along another teammate to assist them. Helping them navigate this phase can go a long way in boosting overall team morale. Encouraging underperformers will foster empathy in the team and also create a cohesive unit by reducing attrition.

Behavior change is a process that takes time and commitment. Leverage the talent of your entire team and partner the team member with a mentor who can help them strengthen or develop their skill set. Consider what executive coaching, leadership development opportunities, or training programs may be available to support the success of their goals.

A leader must always support team members in transforming their potential into performance and make them feel that they are a resource. In this context, it is important to make the team member who is not exhibiting the desired performance aware of the actions they need to take. Additionally, it is crucial for the leader to make it clear that they are there to support and provide resources as needed while the team member takes these actions.

Once you've established the issues and expectations, offer tailored support to help your team member improve. This could include additional training, mentoring, or adjusting their workload. Be available for guidance and encourage open communication throughout the process. Providing this support shows your commitment to their development and the team's success, fostering a more collaborative and productive environment.

After implementing support strategies, it's crucial to monitor your team member's progress. Schedule regular check-ins to discuss their improvements and address any ongoing challenges. Use these meetings to celebrate small victories, boosting morale and motivation. Consistent monitoring ensures accountability and demonstrates your commitment to their development and success. This approach helps maintain momentum and keeps the focus on continuous improvement.

Monitoring team progress is vital for ensuring goals are met and identifying areas for improvement. Some key points to consider are: • Agile Management - embrace agile methodologies to center on team focus, success definition, and progress measurement • Resource Management - manage resources effectively to set up for success • Peer Coaching - implement peer coaching for professional growth and skills development • Celebrating small victories - crucial in progress monitoring, it energizes and motivates the team. Not only it boosts morale, but it also paves a way towards continuous improvement, creating a supportive environment that fosters team success.

In terms of neuroscience, motivation refers to the neurobiological processes that trigger behavior towards achieving specific goals or outcomes. This involves activating brain regions and neurotransmitter systems that regulate reward, pleasure, and goal-directed behavior. Understanding these neural mechanisms is crucial for developing strategies to optimize performance and promote well-being. When working with low performers, it's important to recognize that strategic support can help activate the right brain circuits and cognitive processes, leading to improved motivation and performance. Tailoring strategies to address individual needs can effectively turn potential into performance.

If, despite your support and interventions, there is no improvement, it may be necessary to adjust your strategies. This might mean reevaluating the support provided, setting new goals, or considering a change in their role or responsibilities. Adaptability is crucial in leadership; being open to modifying your approach can lead to better outcomes for both the individual and the team. This flexibility ensures that you are responsive to evolving needs and can provide the most effective support possible.

Managing underperformance is all about proactivity in identifying the signs. Stay close to your people from the beginning: - Set clear expectations - Check up on progress and offer support where needed - Be open to listen to feedback and other perspectives different to yours - Seek feedback from different people who interact with this person (peers, stakeholders etc.) - Identify and agree on development areas, setting clear objectives with specific timelines - Check up on those objectives and discuss obstacles/pain points Overall the key is communication and transparency all the way. Don't be fast to judge, provide feedback constructively (how we can do it differently) and most importantly, listen to what this person has to say.

Conducting open conservations with employees is a challenging task for managers. However, managers need to remember that it is worse for an employee to discover out of the blue that he is a poor performer and needs to undergo a PIP (Performance Improvement Process) process.

As a manager, it is important to keep your emotions in check. The individual's underperformance case may and will impact the entire team, which in turn also will cast a shadow on your performance as a manager. Despite that, you should keep control over the situation and cover the underperformance in individual and impartial terms. Whether it leads to a happy or an unhappy outcome, you don't want to create an unprofessional feeling of bias during the process - and that's very likely to happen if you let emotions cloud your judgement.

Oh how timely! First, think about how the employee is going to feel when you deliver the news. Always start there. Then think about how you are going to tell them what they may not be prepared to hear. Lead with empathy! But before you deliver the news, here's a twist. Think about how YOU are going to feel after you deliver it. Can you really afford to keep procrastinating telling that person? Consider the rest of your team and what they are going to think of you and your leadership. Will it feel like "ripping off the band-aid" and getting a big weight off your chest? Maybe holding it in and avoiding the conversation is hurting you on top of dragging down the company and, in the long run, not helping your employee either!

These conversations can be emotionally taxing, for you as well as the team member. However, the feedback is vital for both the team and the individual so you must deliver it with clarity. 1. Prepare carefully - not just the facts, but what you'll say and how they may respond. What emotions in yourself could rise that distract you from delivering the feedback? 2. Don't deviate from the feedback. You need to deliver it, and it needs to be heard. Avoid the 'sh*t sandwich' technique, that doesn't help your team member get better Above all else, operate with kindness, whilst being firm. Stick to facts. Listen and acknowledge their points of view. Kindness does not mean weakness and is a key attribute that the best managers operate with.