Underperformance is frustrating, time-consuming, and demoralizing. Knowing how to turn around problematic behavior, letting go, and/or facing issues head-on is a skill. Outlined here key points how to approach these situations

How to help an Underperformer

Underperformance rarely resolve by themselves. More often, managers ignore the problem and resort to transferring the person somewhere or letting him stay put without doing anything. They only get more and more irritable and frustrated and push the person uncomfortable. If this problem arises, take step toward solving it as soon as possible.

1. Don't ignore the problem

Once you've gathered the details, explain to the underperformer exactly what you're observing, describe how the team's work is affected, and make it clear that you want to help. Ask questions like, How do we get out of this? How do we improve? It's important to engage the person in brainstorming solutions. Don't expect immediate response, they may need time to digest your feedback.

4. Talk to the underperformer

You can't coach someone who doesn't agree that they need help. In the initial conversation- and throughout the intervention- the employee must acknowledge the problem. If they're not open to change, you have to make a decision whether you can live with the issue and at what cost. But if you see willing ness to change and genuine interest in improving, you can work together to turn things around.

5.a. Confirm that the person is coachable

Conduct a 360 review but do it carefully and confidentially. Your frustrations may be clouding your judgement where all you can see are the mistakes they are making. Make an honest effort to see what you're missing and look for evidence that proves your assumptions wrong.

3. Ask others what you might be missing

Be objective and consider if the person is poor fit for the job, lacking the necessary skills, or misunderstood the expectations. Consider also that you might be contributing to the negative situation. Don't just focus on the underperformer, think about what changes you can make as well.

2. Consider what's causing the problem

When you decide to coach the underperformer:<ol><li>Make a plan - create a concrete and measurable plan for what the both of you will do differently. Agree on specific goals, resources needed, timeline, etc. Ask them how they feel with the plan.</li><li>Regularly monitor progress - Ask the person to check in regularly or agree how often you're going to check progress. It may be helpful to ask if there is anyone they can trust to provide feedback about how well they're doing in making these changes.</li></ol>

5.b. Confirm that the person is coachable

When you decide to coach the underperformer:3. Respect Confidentiality - while also letting others know  you're working on the underperformance problem, make sure to keep the specific details confidential. 4. Praise and reward positive changes - make clear that you've noticed developments and reward them accordingly. 5. If there isn't improvement, take action - If things don't get better, leace the coaching and get into consequences speech. Disciplinary actions, particularly letting someone go, shouldn't be taken liightly as it affects the org.

5.c. Confirm that the person is coachable

DO<ul><li>Take actions as soon as possible</li><li>Consider how you might be contributing to the performance issues</li><li>Make concrete and measurable plan for improvement</li></ul>Don't<ul><li>Assume the issue is resolved after one conversation</li><li>Try to coach someone who is unwilling to admit that there's an issue</li><li>Talk about specific performance issues with others on the team</li></ul>

6. Do's and Don'ts

Underperformers in the team will always exist, having a growth mindset means being able to communicate and give appropriate actions that is both useful to the team's goals and the individual. 

Take the stress out of giving feedback. To help your employees meet their goals and fulfill their potential, you need to provide them with regular feedback. But the prospect of sharing potentially negative news can be overwhelming. How do you construct your message so that it’s not only well received but also expressed in a way that encourages change? Whether you’re commending exemplary work or addressing problem behavior, the HBR Guide to Delivering Effective Feedback provides you with practical advice and tips to transform any performance discussion—from weekly check-ins to annual reviews—into an opportunity for growth and development. You’ll learn to: Establish trust with your direct reports Assess their performance fairly Emphasize improvement, even in criticism React calmly to a defensive feedback recipient Recognize and motivate star performers Create individualized development plans Arm yourself with the advice you need to succeed on the job, from a source you trust. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

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Communication

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Books

Take the stress out of giving feedback.To help your employees meet their goals and fulfill their potential, you need to provide them with regular feedback. But the prospect of sharing potentially negative news can be overwhelming. How do you construct your message so that it’s not only well received but also expressed in a way that encourages change?Whether you’re commending exemplary work or addressing problem behavior, the HBR Guide to Delivering Effective Feedback provides you with practical advice and tips to transform any performance discussion—from weekly check-ins to annual reviews—into an opportunity for growth and development. You’ll learn to:<ul><li>Establish trust with your direct reports<li>Assess their performance fairly<li>Emphasize improvement, even in criticism<li>React calmly to a defensive feedback recipient<li>Recognize and motivate star performers<li>Create individualized development plans</ul>Arm yourself with the advice you need to succeed on the job, from a source you trust. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

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3. Ask others what you might be missing

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