How to address poor performance is a question many managers are constantly asking. Because on every team, there’s often a poor performer.

I bet there’s one on your team right now. You know it. Your team knows it. But you are probably hesitant to tackle the problem.

The reality is, every day you wait to deal with it, the problem gets worse. Ignoring poor performance does not make it go away. That only accelerates it.

I bet your top people are wondering why they work so hard when others coast. They wonder how long the slacker will continue to get away with it. And guess what happens?

Morale drops. Productivity drops. Your best people leave. And you’re sitting there wondering what went wrong.

After 20 years of working with Fortune 500 teams like Coca-Cola and Aflac, I can tell you this:

Elite leaders address performance issues early, clearly, and fairly.

They do not avoid hard conversations. Why?

Because they know that honest feedback is a gift. It gives people a chance to change and grow.

This guide will show you how to figure out what is really going on, have the conversation as soon as possible, build a plan that works, and follow through.

Understanding The Difference Between Mistakes and Performance

Before you act, make sure you know what you are dealing with. There is a big difference between someone who made a mistake and someone who keeps falling short.

Contrary to popular beliefs, mistakes are opportunities. Every leader should embrace mistakes. Without them, there’s no innovation. Creativity suffers.

On the other hand, poor performance is a pattern. It shows up as missed deadlines that keep happening, work that needs constant fixes, and attitude problems that drag others down.

Root Causes: Skill, Will, or Environment

Here is what most managers miss. They see the problem on the surface and assume they know the cause. But the real cause is often hiding.

Ask yourself 3 simple questions:

Is it a skill problem?

• Does this person know how to do the job?
• Have they been trained?
• Do they have the tools they need?

Is it a will problem?

• Do they want to do the job?
• Are they checked out?
• Have they lost interest or motivation?

Is it an environment problem?

• Have you been clear about what you expect?
• Have you given them what they need to succeed?
• Is something in the workplace making it impossible for them to do well?

The answer to each question changes the whole dynamics on how to approach the issue.

A skill problem needs training. A will problem needs a different conversation. An environment problem might be on you to fix.

Preparing to Address Poor Performance

Do your homework before you say a word. This is not about building a case to fire someone. It is about being fair and being ready. It’s about helping.

Usually the team member is not even aware of the severity of the problem.

Clarify Expectations and Standards

Can you describe what good enough looks like for this role? Do you have it written down? Does the employee know it?

You cannot hold someone to a standard they do not know exists. It wasn’t communicated clearly to them, don’t blame them.

Gather Evidence

Collect specific examples. Dates. Numbers. Work samples. Feedback from others who work with them.

It’s not enough to say, “Your work has been slipping.” Instead, say, “The last three reports were submitted late, and two had errors that cost us a client call.”

Specifics keep the conversation honest and out of “he said, she said” territory.

Check Your Leadership

This takes guts. But you have to do it.

• Have you been giving clear direction?
  
• Regular feedback?
  
• The resources they need?

If not, take responsibility. Hold yourself accountable first. That’s the strength of great leaders throughout history.

How to Talk About Poor Performance

This is where most managers freeze. They avoid the crucial conversation, or they blow up. Neither works.

The goal is improvement, not punishment. Go in with that mindset.

Use What I Call The ALBIA Method

I use something I call the ALBIA Method. It’s simple, but it works. Here’s how it goes.

Appreciation. Location. Behavior. Impact, Appreciation.

Start with Appreciation. Find something real to appreciate. “I value how prepared you always are for meetings…”

Then Location. Be specific about when and where. “In last week’s team meeting…”

Then Behavior. Describe exactly what you saw, not what you felt. “…you interrupted Sarah three times while she was presenting…”

Then Impact. Show them the consequence. “…and it made others hesitant to share their ideas.”

Then end with Appreciation again. “I know that’s not who you are. I’m bringing this up because I believe in you.”

Here’s the secret: after you mention the impact, stop talking. Ask them: “Can you help me understand what was going on?”

Then listen. Really listen.

That final appreciation sends them away knowing you still want them on the team. It tells them you’re not attacking them. You’re redirecting them. Big difference.

Structure the Conversation

1. Open with care and appreciation. “I want to talk about something because I care about your success here.”
   
2. Share what you have seen. Use your specific examples. Stick to facts.
   
3. Ask for their view. “What is your take on this?” Then listen. Really listen.
   
4. Agree on the issue. Make sure you both see the same problem.
   
5. Build the plan together. What will change? By when? What support do they need?

Keep It Safe and Respectful

Do not attack. Do not blame. Stay calm even if they get defensive. Your job is to be clear and kind at the same time. That is not soft. That is strong leadership.

Here’s one critical element to keep in mind: When you are mentioning the behavior, never point or gesture at them. You want to separate them from the behavior. Instead, point away to unconsciously tell them they are not the behavior.

Creating a Performance Improvement Plan

If the issue is serious or ongoing, put the plan in writing. This is not about paperwork. It is about clarity and understanding.

A good plan has:

1: Clear goals

What exactly needs to improve? Be specific about the expectations. “Submit all reports on time with zero errors for the next 30 days.”

2: Support

What will the leader provide? Training? Coaching? Tools? Regular check-ins?

3: Timeline

How long do they have? 30 days? 60 days? What are the milestones along the way?

4: Consequences

What happens if things do not improve? Be honest about this upfront. No surprises.

Following Up and Monitoring Progress

The plan means nothing if you do not follow through. Schedule regular check-ins. Weekly is best for serious issues.

Coach, Do Not Micromanage

There is a difference. Coaching means asking questions, offering support, and helping them think through problems.

Micromanaging means hovering over every move. One builds people up. The other tears them down. Big difference. You NEVER want to be a micromanager. I’m sure you don’t like it yourself. Right?

Recognize Improvement

When you see progress, say so. Catch them doing things right. This is not about being soft. It is about reinforcing the new behavior. People repeat what gets noticed and acknowledged.

When Performance Does Not Improve

Sometimes, despite everything you do, things don’t improve. That’s when you have to make a hard decision. And I get it. It’s hard.

But here’s what you need to do: Document everything. Work with HR. Make sure it’s all there. Before you jump to firing them, ask yourself: Is there a different role where they might thrive? Some people aren’t bad employees. They’re just in the wrong seat. A poor fit. That’s not their failure. That’s a misalignment.

But don’t drag it out. That’s not kind. Keeping someone who can’t or won’t do the job hurts them. It hurts your team. It hurts your business. And it sends a message to everyone else about what you’ll tolerate.

Here’s the thing: letting someone go can actually be the kindest thing you do. It frees them to find a place where they can succeed. Where they fit. Where they shine.

Before you do it, be clear with them: this isn’t personal. I want you to succeed. Just because this position isn’t your fit doesn’t mean you’re not brilliant. It just means this isn’t where you belong. And if you can, help them find that role. Help them win somewhere else. That’s real leadership.

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Summary and Next Steps

Addressing poor performance is not fun. But it is one of the most important things you do as a leader.

Figure out what is really causing the problem. Have the conversation with honesty and respect. Build a clear plan together. Follow up consistently. And if things do not improve, be willing to make the tough call.

No condition is permanent. The person struggling today can turn it around tomorrow. But it starts with you having the courage to address what is happening.

What conversation have you been putting off? What would change if you had it this week?