Things Leaders Do

When to Address Underperformance (Part 2 of 2)

• Colby Morris

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How do you actually have a performance conversation with an underperforming team member? Use a six-step framework: (1) Schedule it without drama, (2) Start with specific observations, (3) Listen to understand the root cause, (4) Name the impact clearly, (5) Create a specific plan together, and (6) End with a clear recap. Then follow up the next week—not when you remember, but when you said you would. The conversation without follow-up is just theater.


Episode Description

What do you actually say in a performance conversation? How do you start without putting someone on the defensive? How do you know if it's a skill issue, a resource issue, or a motivation issue—and why does that matter?

Most managers know they need to have the conversation, but they have no idea what to say. They end up going too soft (nothing changes) or too hard (the person shuts down). Neither works.

In this second part of a two-part series, Colby walks through the exact six-step framework for having the early intervention conversation. You'll learn what to say to start it, how to listen for what's actually wrong, how to create a clear plan together, and—most importantly—how to follow up so the course-correction actually sticks.

If you haven't listened to Part 1 yet, start there to learn when to have this conversation and why addressing issues immediately matters.


Key Takeaways

  • The six-step framework for having the performance conversation
  • How to schedule it without making it feel like they're getting fired
  • What to listen for: skill issue, resource issue, priority issue, motivation issue, or personal issue
  • Why you need to name the impact clearly (not just the behavior)
  • How to create a specific plan with specific deadlines
  • The follow-up strategy: check in next week, look for progress not perfection
  • When to escalate vs. when to keep coaching (3-4 weeks is the timeframe)


Who This Episode Is For

Middle managers who know they need to have a performance conversation, who want the exact words to use so they don't go too soft or too hard, and who need a follow-up strategy that actually works.


Connect with Colby

Missed Part 1? Go back and listen to learn when to have the conversation and why early intervention is the kindest thing you can do.


SPEAKER_01:

People first leadership. Actionable strategies, real results. This is Things Leaders Do with Colby Morris.

SPEAKER_00:

You know you need to have the conversation. You notice the pattern. You know your team member isn't delivering, they're missing deadlines, the work isn't getting done. And yeah, it's affecting the whole team. You know you can't wait anymore, right? You've already waited too long. Here's a problem. You have no idea what to actually say. You've been sitting there rehearsing it in your head. So Tom, about your performance. No? That's too harsh. Hey, hey, Tom, I wanted to check in on how things are going. No, that's that's too vague. You'll have no idea what I'm talking about. You've Googled how to tell an employee they're underperforming at eleven PM. You've read three different articles that all say different things, and now you're more confused than when you started. So you keep putting it off. Not because you don't want to address it. You know you need to, but it's because you don't know how to say it without either coming across like a jerk or being so soft that nothing actually ever changes. Here's what's happening. Most managers have never been taught how to have this very conversation. Your company probably gave you some vague guidance like be direct but supportive, or focus on the behavior, not the person. Thanks. Super helpful. Might as well tell you to just do it well. So you're left guessing. And when you're guessing, you usually do one of two things. You either go too soft. Hey, just wanted to check in. No big deal, but maybe if you have time, could you possibly think about maybe working on this a little bit? And nothing changes because they have no actu no idea that you're actually concerned. Or you go in too harsh. This is unacceptable. I need to see immediate improvement, or we're going to have to have a serious problem. And they shut down, get defensive, and now you've made everything worse. Neither approach works. And now you're stuck in this awful middle ground where you know you need to say something, but you're terrified of saying the wrong thing. Well, here's the thing there's a simple six-step framework for having this conversation that's direct but not harsh. Clear, but not mean. And most importantly, it actually works. This is part two of a two-part series. Last week we talked about when to have the conversation, the four signs that tell you it's time and why you need to address it immediately and not wait until you know week eight. Today I'm giving you the exact framework for what to say, step by step. The questions to ask, how to listen for what's actually wrong, and this is critical, how to follow up so the conversation actually matters. Here's what I've learned over 20 years. The conversation's important, but the follow-up is what makes the difference between someone course correcting and someone just continuing to underperform. By the end of this episode, you'll have the six-step framework for having this conversation. You'll know exactly what to say to start it without putting them on the defensive. You'll know how to listen for whether it's a skill issue, a resource issue, a motivation issue. Because the solution is different for each one of those. And you'll know how to follow up consistently so this doesn't become one of those we had a great conversation and then nothing changed situations. You don't need to be perfect. Okay? Hear me. You don't need to be perfect. You just need to be clear, direct, and willing to follow through. So let's talk about how to actually have this conversation. Hey leaders, this is Colby Morris, and this is the Things Leaders Do podcast. This is part two of a two-part series on having intervention conversations. As always, I'm trying to keep it in that 15 to 23 minutes of practical, actionable tools. Again, no theory, no fluff, just real tools, real guidance to help you be a better leader faster. All right. So you know it's time. You're not waiting anymore. You're ready to have that conversation. But what do you actually say? Let me walk you through it. You know, this framework that I like to use. It's simple, it's direct, and it works. Step one, schedule it, but don't make it weird. Don't ambush them. Okay. Nobody performs well when they're ambushed. This isn't a surprise party, it's a performance conversation. If you have regular one-on-ones scheduled, use that. Use that time. Just say at the very beginning, hey, I want to spend most of our time today talking about whatever that issue is. I've noticed a pattern, and I want to make sure that we're on the same page. Now, if you don't have regular one-on-one, you know, coming up or you don't schedule them consistently, schedule a quick 20-minute conversation. Look, don't make it ominous, okay? Don't send the email of doom. Don't say, you know, we need to talk about your performance. That's terrifying. That makes people think they're getting fired. They'll spend the next 24 hours spiraling and updating the resume, wondering if they should start selling their furniture or something. Just walk up to them and say, can we grab 20 minutes afternoon? I want to talk through and then whatever the project or goal or area, whatever it is, and make sure we're aligned. Same conversation. Okay. Way less anxiety. And nobody's selling their furniture. Step two, I want you to start with a specific pattern. Okay. Don't start with, I'm concerned about your performance. Okay, that's that's vague and it puts them on the defense immediately. Okay, their brain goes straight to panic mode. No, am I, you know, am I getting fired? What did I do? Is this because of that thing three weeks ago? Or that other thing? Which thing is it?

unknown:

Okay.

SPEAKER_00:

If you lead with the negative, chances are they don't hear much of what comes out of your mouth after that. So start with a specific pattern you've observed. Facts, data, observations. Look, I've noticed in our last three one-on-ones that the project hasn't moved forward. We set a goal to have this done by this date, and we're now three weeks past that with no update. Help me understand what's going on. See what I did there? It was specific, fact-based, no judgment, no drama, just observation. And then I asked them to help me understand. That's key. Because I don't actually know what really is happening. I just know what I'm seeing from my side. Okay. Maybe there's context I'm missing. Maybe there are blockers that I don't know anything about. Maybe there's a very reasonable explanation. So I'm asking them to just fill in the blanks. And then step three, I want you to listen. Like, actually listen. This is where most managers screw up massively. Okay, they ask the question and then they don't actually listen to the answer. Okay. They're just waiting for their turn to talk again. They're mentally rehearsing their next point. They're they're thinking about what they're going to say to fix this. Meanwhile, the person sitting there talking and the manager is not hearing a word of it. Okay, don't do that. Don't be that manager. That manager is the worse. Okay. I always say you have to be an active listener. That means you have to you have to listen with the intent to actually understand and not with the intent to reply. Now, when they when they do explain what's going on, again, actually listen. And that looks like this put your phone face down. Okay, close your laptop if you have to, or you know put your keyboard away so you can't answer emails while they're talking. Be present. Okay, take notes if that's what helps you focus. Because here's what you're you're listening for, and this is critical. One, is this a skill issue? Okay, meaning they don't know how to do it and they're too embarrassed to admit it. Two, is this a resource issue? They genuinely don't have what they need and you didn't realize it. Three, is this a priority issue? Other things, you know, just keep taking precedence because you haven't been clear about what matters most. Four, is this a motivation issue? Okay, they're checked out and you need to figure out if there's a way back. And then five, is this a personal issue? You know, something going on outside of work that's affecting their performance. The solution is wildly different for each one of those. If it's a skill issue, you need to provide training or mentoring, okay, or or pair them with someone who can teach them, or give them resources to learn. You cannot expect someone to do something they don't know how to do just because you told them to do it. If it's a resource issue, you need to remove blockers. Get them the tools, the access, the you know, the budget, whatever, whatever it is they need. This one's usually the easiest to fix and the most embarrassing because it means you didn't set them up for success in the first place. Now, if it's a priority issue, you need to help them say no to other things. Or you need to actually clarify your priorities because maybe you've been saying everything is important and wondering why nothing's getting done. If it's a motivation issue, you need to figure out why. Okay, and whether this is even fixable. Are they burned out or are they in the wrong role, you know, in the wrong seat on the bus? Are they dealing with something you can help them with? Or have they just checked out and it's time to have, you know, a different kind of conversation? If it's a personal issue, you need to offer support while still maintaining expectations. I want to support you through this, and I I need the word to get done. Let's figure out how to make both those things happen. Now, I need to kind of put a tangent on this one. That's if this is a personal issue that's not a major one. Okay, remember, you're a people first leader. So if there's something very serious going on, you may have to come up with an alternate plan. You may be the one who needs to pivot. Because if they're in a place where they simply just cannot function because of what's going on, as the people first leader, you have to make the adjustment. Okay. You need to take that person's life into consideration with what's happening. The main thing is of all those reasons, you cannot know which one it is if you don't actually listen. Okay. So listen, like for real. All right. Step four, name the impact. Once you understand what's happening, you you need to clearly, but not harshly, name the impact.

unknown:

Okay.

SPEAKER_00:

Now, this is important because sometimes people genuinely just don't understand that they're underperformance, that it's affecting anyone else. They think it's you know just their problem. They don't see the ripple effects. So as a leader, you need to make it visible without making them feel like garbage. Say something like, okay, I hear you. Here's my concern. When this project doesn't move forward, it affects the team or the client or this deadline. And I've noticed Tom and Mary, you know, other team members, are starting to pick up the slack, which is not sustainable. Okay. They're getting frustrated. And I don't want this to become a team morale issue. You know, I understand you've been dealing with whatever this personal issue is, and I genuinely want to support you through that. And I mean that. But I also need to be clear that the work still needs to get done. So let's figure out how to make that happen in a way that works for both of us. What do you need from me to make that possible? Again, this is if this is a manageable issue. Okay. This isn't about making them feel bad. It's about making sure they understand this isn't just about them in a vacuum. Okay. There are real consequences for the team, for the business, for clients, for their own reputation. All right. Step five, I want you to create a clear plan together. Don't leave the conversation without a plan. Okay. Don't do that thing where you have a great conversation, everyone feels good, and you know, you both walk away with completely different understandings of what happens next. Be specific. Painfully specific. So here's what I need to see happen. You give them the specific expectation with a specific deadline. Can you commit to that? So I need you to complete this report by Thursday at 12 o'clock. Can you commit to that? Not, you know, I need you to improve. That's that's meaningless. It means absolutely nothing. Okay. Not I need you to work on this. That's also meaningless. It's ambiguous. I need you to complete the first draft of the Q1 report by Friday at 5 p.m. That's specific. I need you to have one-on-ones with your team every week for the next month. That's specific. I need you to respond to client emails within 24 hours. Again, specific. And then, this is crucial, ask them. What do you need from me to make that happen? Maybe they need you to clear their calendar so they can focus. Maybe they need you to connect them with someone who can help. Maybe they just need clarity on what done looks like because you've been vague and they've been guessing. Whatever it is, get it out in the open. Okay, because if they need something from you and you don't provide it, this whole thing falls apart. And then set a check-in. Not in two months. Not let's revisit this at your next review in one week. Okay. Let's check in next Wednesday at our 101 and see how this thing is going. How does that work? And then step six, end on a clear note. Don't end with vague encouragement. Okay. Don't end with, you know, I believe in you, or you've got this, or I know you can do it. I mean, you can say those things if you want, but don't let that be the last thing you say. End with clarity. Recap and make sure you're both on the same page. Because if you leave that conversation and they're not 100% clear on what needs to change, then nothing will change. So something like okay, just to recap, you're committing to whatever the specific thing is by this specific date. I'm committing to, and then whatever the support it is that you're giving. And we're checking in next Wednesday to see how it's going. Sound good? Wait for them to confirm. Okay. Actually wait. Don't just assume they got it. Get verbal confirmation that they understand and agree. Yeah, that that sounds good. Yes, I can do that. Or yes, we're on the same page. Because if they leave that conversation unclear or uncommitted, you're going to be having the same conversation again in two weeks. And it's going to be more awkward the second time. All right. So you have the conversation, you set a plan, you both agreed on next steps. That's great. Now comes the part where most managers completely drop the ball. The follow-up. You have to actually follow up. I cannot tell you how many times I've seen managers have great course correction conversations, like genuinely good. Like both people left feeling clear and committed, and then nothing. Crickets. Silence. Tumbleweeds rolling through the office. They don't check in. They don't follow up. They just hope it got better and assume if they don't hear anything, well, it must be fine. But then three months later, they're shocked, shocked that nothing changed. But we had such a good conversation. I thought they understood. Yeah, well, you also said you'd check in next week and then you didn't. So what message did you actually send? Don't be that manager. Seriously, don't. If you said you're checking in next week, check in next week. Not two weeks later when you remember. Not when things calm down. Cause spoiler, they never calm down. Next week, the day you said, the time you agreed on, put it in your calendar. Because here's what you're communicating when you follow up. This matters. I'm paying attention. I meant what I said. I'm not going to forget about this conversation three days later. Here's what you're communicating when you don't follow up. That conversation didn't actually matter. I was just saying things. You can probably ignore everything we talked about because I clearly already have. In that first follow-up, you're looking for progress, not perfection, not a complete transformation, not wow, they're suddenly the best performer on the team. But progress. Did they do what they said they'd do? Even if it's not perfect, even if it's 80% instead of 100%, did they move forward? If yes, acknowledge it. Don't be stingy with recognition just because they're in a course correction. I can see you made progress on whatever this week. That's exactly what I wanted to see. Let's keep that momentum going. And that's it. Simple acknowledgement. They know they're still in the improvement zone, but they also know you notice their effort. If no, if there's no progress, you need to escalate. Not in a mean way, just directly. Hey, we agreed last week that you whatever that specific commitment was, and I'm not seeing that. What what happened? And then you're back to step three. Remember that one? Listen. Actually listen. Okay? Figure out what's Blocking them. Maybe, just maybe the plan wasn't realistic. Maybe they hit a blocker you didn't anticipate. Maybe they tried and failed and now they're embarrassed to admit it. Adjust the plan if needed. Okay, provide more support if they need it. But be clear, you're looking for consistent progress, not excuses that sound reasonable, but don't actually result in action. Here's the question I get all the time from managers. How long do I keep trying before I give up? How many chances do I give? And the answer is this it depends. I know that's a terrible answer. But it's true. It depends on three things. One, are they trying? Okay, if they're genuinely putting in effort and just struggling, keep coaching. Okay, some people take longer to course correct. That's okay. Progress is progress. But if they're not trying, if you're seeing the same excuses, the same patterns, the same lack of effort week after week, escalate. Because coaching only works when someone actually wants to improve. Number two, is their progress. Even small progress is still progress. Okay, if every week you're seeing tiny improvements, tiny steps forward, keep coaching. But if there's zero progress after multiple check-ins, if week three looks exactly like week one, escalate. Because at that point, you're not helping them. You're just delaying the inevitable. And then three, is it affecting the team? This is the one that kills me because it's the hardest call. Sometimes you're coaching someone who's trying, who's making small progress, but the team is suffering while you do it. Your high performers are covering for them, projects are delayed, morale is dropping. And you have to make a call. Is the coaching worth the cost to the team? Sometimes the kind thing for one person is the unkind thing for the team. And you have to decide which matters more in this moment. I usually give someone three or four weeks of focused coaching and check-ins. If I'm not seeing consistent progress by then, like not perfection, but progress, I start the formal performance process. But here's the key. By the time I get to the formal process, it's never a surprise, okay? Because I've been having these conversations the entire time. They know where they stand. They've had multiple opportunities to course correct. We've talked about it in our one-on-ones consistently. So when it becomes formal, it's not a shock. Okay, it's just the next step in our process we've already been working through together. Here's what I want you to remember. And I mean, really internalize this. When you address performance issues early, when you have the conversation in week two instead of week eight, when you course correct instead of avoid, you're giving that person a gift. Yeah, I know that sounds weird. It doesn't feel like a gift when you're sitting there having an uncomfortable conversation about their underperformance. But it is. Okay, you're giving them the opportunity to course correct because it becomes before it becomes a formal issue, okay, before it's documented, before it's on their permanent record, before it affects their bonus or their promotion or their reputation. You're giving them clarity instead of confusion. Instead of them wondering, is my manager happy with my work? Are they frustrated? Am I doing okay? They know exactly where they stand. You're giving them a chance to succeed instead of setting them up to fail. Because every week you wait is another week they're digging a deeper hole without realizing it. And most of the time, they'll actually thank you for it. I've had so many people tell me months or even years later, remember that conversation we had in February when you told me I wasn't meeting expectations? I was so embarrassed at the time. But looking back, that was exactly what I needed. I wish you'd told me sooner. Those are the conversations I stick with you because you realize early intervention isn't mean. It's actually kind. Avoiding the conversation is mean. Okay. Letting someone fail publicly when you could have helped them privately, that's mean. That's ridiculous. So don't wait. As a leader, don't wait. Don't avoid the conversation because it's uncomfortable. Have it early. Okay. Have it clearly. Have it with empathy and then follow up consistently because the conversation without the follow-up is just noise. That's how you help people succeed, not by being nice and avoiding hard conversations, but by being direct and caring enough to tell them the truth. All right, let's bring this two-part series home. Last week we talked about when to have the conversation, the four signs, why you need to address it immediately, the first time, not the third time. Today we covered how to actually have that conversation and the six-step framework. Schedule it, start it with a pattern, listen to understand, name the impact, create the plan together, and end with a clear recap. And then the part most managers forget, follow-up. Check in next week, the day you said, not when you remember, look for progress, not perfection. If there's no progress after three to four weeks of coaching, it's time to escalate. This isn't complicated, but it can be uncomfortable. And that's okay. Uncomfortable conversations are part of being a leader, part of the job description that nobody tells you about. And, you know, when you get promoted, is uncomfortable conversations. But you know what's more uncomfortable? Having to put someone on a formal performance plan six months from now because you avoided this conversation today. So do the hard things now. Address it clearly this week in your next one-on-one. Give them the chance to course correct while it's still fixable. Use the framework, follow up consistently, and trust that this is the kindest thing you can do. Because the longer you wait, the harder this gets for both of you. And you've got this. Hey, if your organization is struggling with performance management, or if your leaders need help having these intervention conversations well, I'd love to help. I work with organizations through keynote speaking, executive coaching, leadership training, all to help you build people first cultures that actually get results. I would love for you to connect with me on LinkedIn. That's where so many of you have been connecting with me and asking questions, or you can visit my website at next stepadvisors.com. There's no e, just nxt, next stepadvisors.com. Both links are in the show notes. Hey, if this two-part series was helpful, would you do me a favor? Subscribe to the show wherever you're listening to this podcast and leave a review. Okay, share this with another leader who needs to have one of these conversations. And remember, keep noticing the pattern, keep addressing them early, keep having the hard conversations, and keep following up consistently. And you know why? Because those are the things that leaders do.

SPEAKER_01:

Thank you for listening to Things Leaders Do. If you're looking for more tips on how to be a better leader, be sure to subscribe to the podcast and listen to next week's episode. Until next time, keep working on being a better leader by doing the things that leaders do.