Be specific about what 'good' looks like
Most underperformance drifts because expectations were never made concrete. 'Not pulling their weight' is a feeling, not a standard. You cannot fairly manage someone against a target you never set.
Spell out exactly what good performance looks like in their role, where they are falling short, and what needs to change. In writing. That clarity is fair to them, and it protects you.
Put the specific gaps in writing: what the standard is, and where they are not meeting it.
Support improvement, then review honestly
A fair approach gives the person a genuine chance to improve: clear objectives, a reasonable timeframe, and any support or training that would help. This is often a structured performance improvement plan.
Then you review honestly. If they have turned it around, brilliant. If they have not, you have a fair, documented basis for the next step, rather than a rushed decision you cannot back up.
Set clear objectives with a realistic timeframe, and diarise the review now.
Is it capability, or is it conduct?
There is a difference between someone who cannot do the job despite trying (capability) and someone who will not (conduct). They are handled differently, and treating one as the other is a common, costly mistake.
Get this distinction right early and the right process follows naturally. Get it wrong and you can end up running the wrong procedure entirely.
Work out whether you are dealing with capability or conduct before you choose a process.
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Key takeaways
- You cannot fairly manage someone against a standard you never set. Make it specific and put it in writing.
- Give a genuine chance to improve, with clear objectives and a timeframe, then review honestly.
- Know whether it is capability or conduct, they are handled differently.
- Stuck with one of these? The free Situation Check will tell you the right next move.