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 can't fairly manage someone against a target you never set.
Spell out exactly what good performance looks like in their role, where they're 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 aren't 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 haven't, you have a fair, documented basis for the next step, rather than a rushed decision you can't 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 can't do the job despite trying (capability) and someone who won't (conduct). They're 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're dealing with capability or conduct before you choose a process.
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Key takeaways
- You can't 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're handled differently.
- Stuck with one of these? The free Situation Check will tell you the right next move.
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