Here's how you can address underperforming team members in your cybersecurity team.

Build a relationship with the underperforming team members to address their mental concerns and have them open about why their performance is what it is. Be explicit about the skills needed and evaluate performance against that. In addition, be very familiar with the job description. By all means, keep the relationship open to encourage dialog.

Have 1:1 discussion to identify the gap draw plan for individual to meet the requirement and provide necessary training and support. Have regular connect to measure the progress.

It's about building trust and understanding. The "So What?" Factor: Don't just focus on what they're not doing. Ask them what they want to do. Are they passionate about a different aspect of security? Maybe a role change is the solution. The "Data Tells a Story": Has their performance changed recently? If so, why? Look for clues in their work history, team dynamics, or even external factors like personal life changes. "Help Me Understand" Is Powerful: Don't assume you know their motivations. Ask open-ended questions and truly listen to their responses. The solution might surprise you. Everyone has strengths to contribute, even if they're not currently shining. It's your job as a leader to find those strengths and leverage them.

This is a fundamental component in building and (importantly) maintaining any team. We need to ensure we are proactive and on the case with our people. Do they have all they need to enable them? Does their workflow support them? Have we structured our working environment (culture, time zones, skills and learning) correctly? Cyber is a business where we need to be on it. Continually. Always be listening and diagnosing to help people be their best. Humans are amazing but their performance rarely is consistent - because we are human. We come with imperfections, our wider environment and individual differences. The best orgs are elastic in nature and supportive and quickly diagnose where they can help and enable their people.

To address underperformance team member, start by identifying specific issues such as skill gaps, unclear expectations or personal challenges. Conduct private, constructive discussions to pinpoint root causes, provide targeted training, set clear goals and offer ongoing support. Regular feedback and open communication are essential for improvement and team cohesion.

Here's the thing about setting goals: it's about the why and the how. The "So What?" Factor: Don't just tell someone to "improve incident response times." Explain why it matters – does it reduce the cost of a breach, protect customer data, or something else? This gives their work meaning. "Help Me Understand" Is Powerful: Ask the team member what they think their goals should be. This fosters ownership and can reveal insights into their motivations and challenges. Success Isn't Binary: Maybe they didn't hit the exact target, but did they make progress? Acknowledge the effort and the learning process, not just the outcome. Clear, meaningful goals are a key part of that, but so is the trust and support to help them achieve those goals.

Setting clear, achievable goals begin with a private discussion to identify specific issues, then collaboratively establish short-term and long-term objectives tailored to address the gaps. Regularly review progress, provide constructive feedback and adjust goals as needed to ensure continuous improvement and alignment with team standards.

Every goals should be SMART: Specific, Measurable, Achievable, Relevant, and Time-bound. After setting goals then we can help them build a road map to success.

Here's my perspective on support, emphasizing how it's more than just training and resources: The "I See You" Moment: Sometimes, people underperform because they feel invisible. A simple "How's it going?" and a genuine willingness to listen can work wonders. "Help" Is a Two-Way Street: Don't just tell them what to do. Ask them what they need to succeed. Maybe it's a different project, a change in hours, or just a clear explanation of how their work fits into the bigger picture. Success Breeds Success: Find a small task they can excel at, and celebrate their success publicly. This builds confidence and momentum towards bigger challenges.

Collaboration and support is a fundamental human need especially in consultancies. And it’s a joy to work with and work on. Support should be from all axis too… top down, bottom up; lateral from colleagues and teams. I think we often forget this in the context of demands on our time and attention. I would encourage any team to create the cadence of regularly asking “how can we be better” and “how can we support more”?

But here's the thing about "monitoring progress": it's not just about the numbers, it's about understanding the context behind them. The "So What?" Factor: Don't just track metrics for the sake of it. Ask yourself, "What does this improvement mean for our overall security posture? Are we reducing risk, improving efficiency, or something else?" The "Human" Metrics: Not everything can be quantified. Has the team member's attitude improved? Are they more engaged and proactive? These qualitative factors are important too. The "Celebration" Trap: Don't just focus on hitting the target. Celebrate the small wins along the way. This builds momentum and keeps the team motivated.

You can't monitor what you don't measure. Establish agreed upon areas to measure that have a clear tie-in to boosting performance in the necessary focus areas for the team member. Then determine target metrics for each of those measures and dates by which to meet those targets. In your one-on-ones with this individual, you can then assess their progress towards the targets. Take time to discuss any challenges they are having in meeting the targets, help them work towards achieving them by discussing strategies or tactics that can apply to each measure, and adjust targets together as needed. Use these quantitative measures in conjunction with the qualitative discussion to get a more accurate measure of their progress and engagement.

As noted in the replies in this thread, being able to understand the 'why' behind a team member's underperformance is key. Until the real reason is identified, everything is simply causational side effects. It's the leader's responsibility to help coach team members to a certain point and make every effort to get them back on track. But, there also comes a time when too much effort detracts from the mission and it is up to the team member to simply perform. If the underperformance continues, it may be time for them to find a role somewhere with a different team.

Absolutely! But here's the thing about "adjusting strategies": It's not just about changing course, it's about doing so in a way that's supportive and productive. The "Root Cause" Mindset: Don't just treat the symptoms. If performance is down, dig deeper. Is it a skills gap, a lack of motivation, or a mismatch between their skills and their role? "Help Me Help You": Don't assume you know the best solution. Talk to the team member openly. What do they think would help them get back on track? "Failure" Can Be a Good Thing: If a certain approach isn't working, don't double down on it. See it as a learning experience, and try something new.

Adjusting strategies is crucial when addressing underperforming team members. If progress stalls, it's important to reassess goals, provide different resources, or even consider reassigning roles. Flexibility is key to enhancing the overall cybersecurity posture of the team. Fresh challenges or a change in perspective can reignite motivation and drive improvement. Remember, the goal is to support team members in reaching their full potential and ensuring robust cybersecurity operations.

That should be a multi-tiered approach. At the team level, fostering a culture of clear communication and transparency is crucial. This ensures that all team members are on the same page regarding their roles and the team's objectives. Organizationally, aligning the cybersecurity team's goals with the broader company strategy can help in providing direction and purpose. Finally, at the executive level, leaders must be positioned to support the team effectively, ensuring that they have the necessary resources and guidance to perform their duties efficiently. It's also important to engage in a constructive dialogue, creating a safe space for team members to voice concerns and collaborate on finding solutions.