Here's how you can address a team member's underperformance in Aerospace Engineering.

In my experience, under performing team members are not managed well. I understand that micro management is not the answer. However, every team member needs the correct tools, the correct training and the inter action with their management to address the communication issues which lead to less than expected results.

Nobody (well, not in my experience) wants to fail. The first and key step is not only identify the issue but also the underlying cause. If it is not meeting deadlines then was the timeline too aggressive or do they need help with time management. If it is technical skill, was the expertise required not understood? Lastly, was everything communicated clearly. Were concerns about time, capabilities or the required tools listened to and addressed. If you approach the problem knowing the team member wants to succeed, identifying the issue becomes simple.

As with most things prevention is better than a cure. More often than not the underlying causes for a lack of necessary performance don’t happen overnight. Aside from a new starter not performing as you expected, performance will tend to degrade over time, until it becomes the elephant in the room. At this point, the fact that it has gone ignored up to this point makes it extra difficult to address. Regularly scheduled 1–2–1s (of which I’m a big fan) with your engineers present a perfect opportunity to raise these issues early and often.

When addressing underperformance, an open dialogue is essential, but it's not just about what you say—it's how you say it. Choose a private setting where the engineer feels safe to speak candidly. Listen actively, with empathy and without judgment. Acknowledge their strengths before delving into areas for improvement. Frame the conversation around shared goals, emphasizing that their success is the team's success. Ask questions to uncover root causes—are there personal issues at play, or systemic barriers hindering their work? Together, craft a development plan that plays to their passions and potential. The key is to leave them feeling supported, energized, and empowered to tackle challenges head-on.

When it comes to supporting an underperforming engineer, it's not just about providing resources—it's about providing the right resources at the right time. That means really listening to their needs and challenges, and tailoring your support accordingly. Maybe they need a crash course in a new software tool, or maybe they need a sounding board to talk through a tricky design problem. The key is to be proactive and anticipate their needs before they even ask. And don't underestimate the power of simply being present and available. Sometimes, just knowing that someone has their back can make all the difference in boosting their confidence and performance. At the end of the day, it's about showing up for your team.

When monitoring an engineer's progress, it's easy to get caught up in the numbers—the deadlines met, the tests passed, the lines of code written. But true progress is about more than just metrics. It's about the intangible growth that happens along the way. Are they taking on new challenges with confidence? Are they bouncing back from setbacks with resilience? Are they bringing fresh ideas to the table? These are the signs of real development. So while it's important to track the tangibles, don't forget to celebrate the intangibles too. Recognize their efforts, not just their outcomes. And most importantly, keep the conversation going. Progress isn't a straight line—it's a winding path with plenty of detours.

In aerospace, adaptability isn't just a nice-to-have—it's a necessity. When an engineer is struggling, it's tempting to double down on the original plan, but sometimes the best strategy is to pivot. If the training isn't sticking, try a different approach. If the project isn't clicking, consider reassigning them to a different role. The key is to stay nimble and open-minded. And don't be afraid to get creative. Some of the best solutions come from unexpected places. Maybe a struggling designer finds their groove in a hands-on prototyping role, or a burnt-out analyst thrives as a customer liaison. The point is, there's no one-size-fits-all approach to development.