Strategies for Addressing Performance Gaps in Teams

🔥 How to Handle a Difficult Conversation as a Leader 🔥 Difficult conversations are one of the toughest parts of leadership but also one of the most important. The key isn’t just delivering bad news and walking away, but staying engaged, even when it’s uncomfortable. I recently wrote about this in my Harvard Business Review article, “How to Talk to an Employee Who Isn’t Meeting Expectations,” where I shared strategies to turn these moments into opportunities for growth. As an executive coach and advisor, I work with leaders navigating these conversations every day. Here are four things to keep in mind to make the discussion more productive: 👉 Set the stage for collaboration Approach it as a partnership. Start with alignment: “My goal is to provide clear feedback and ensure we are collectively working toward your development.” 👉 Encourage self-reflection Invite them to assess their own performance. “Looking back, what’s working well? What would you improve?” This helps shift the mindset from blame to growth. 👉 Deliver feedback with clarity Be specific and avoid ambiguity. Focus on observed behaviors, not assumptions. Instead of “You’re not engaged,” say: “I’ve noticed you’re quieter in meetings, and team members think you are disconnected.” 👉 Reset expectations and look ahead Frame the conversation around the future. Instead of focusing on what went wrong, ask: “How would you handle this situation differently next time?” Difficult conversations don’t have to feel like confrontations. When approached with preparation, empathy, and a focus on growth, they can be transformative strengthening both performance and trust. Please share in the comments, what strategies have helped you navigate tough conversations? ⬇️ 📖 Read my full HBR article here: https://lnkd.in/eMuV9eWp #Leadership #Coaching #Feedback #FutureOfWork #GrowthMindset #Careers #Thinkers50 #Coach #Professor #Advisor #MG100 #BestAdvice #JennyFernandez

Think handling low-performers is all about being tough? It's actually about doing this 👇: Modern leaders approach performance issues with empathy and action. Here’s how... 1️⃣ Identify Root Causes, Not Just Symptoms ↳ Performance issues often stem from underlying problems like lack of clarity or resources. ✅ Start with a conversation to understand the challenges they’re facing. 2️⃣ Set Clear, Measurable Goals ↳ Low performers may struggle due to vague expectations. ✅ Ensure they know exactly what success looks like with measurable goals. 3️⃣ Provide Constructive Feedback Regularly ↳ Don’t wait for annual reviews—feedback should be ongoing and solution-focused. ✅ Give actionable advice immediately so they can improve in real-time. 4️⃣ Offer Targeted Support and Training ↳ Sometimes, low performance is a skill gap, not a motivation issue. ✅ Identify areas for skill-building and provide training resources. 5️⃣ Recognize Small Improvements ↳ Even minor progress can encourage further improvement. ✅ Celebrate each step forward to boost confidence and motivation. 6️⃣ Encourage Self-Reflection ↳ Encouraging self-assessment helps employees identify their own areas for growth. ✅ Use open-ended questions to prompt self-reflection and accountability. 7️⃣ Consider Role Reassignment if Necessary ↳ Sometimes, a role misalignment is the root of poor performance. ✅ Explore new roles that may better align with their strengths. 📌 PS...Low performance is often a signal, not the end. ♻️ Share this with your network to help leaders manage low performance approach it with empathy and clarity to unlock potential. 🚀 Join 57,000+ leaders reading my daily science-backed tips on leading high-performing teams using mindset, habits and systems. No vague recommendations. All backed by science and experience. ➡️ Follow me here Harry Karydes

You might not want performance conversations to be personal, but trust me, they are very personal to your employees. Their livelihood is at stake. Their capability is in question. The consequences are incredibly high. My job is to stay calm and bring structure to it. Otherwise, it can become a tangled mess. Ideally, I’ve set clear expectations upfront. And they’ve been getting feedback from me at a regular clip. But sometimes, we must step back and ask, “Where are we?” Here's how I structure those conversations: 📌 My first question: "Do they see it?" Do they appreciate what’s needed to meet or beat expectations? Do they understand how and why they’re coming up short? If "No," you need to get them there. How? Asking them to self-assess can give me useful intel. You can also finesse this by getting others to provide feedback. Different words can often break through. If they do see it... 📌 "Do they want to fix it?" If the answer is "No," the path becomes painfully obvious. You can’t have people in the role that don’t want to meet it. And people willingly leaving their role is easiest. How? Finesse it by previewing the severance or exit package. Identify roles they might thrive in. Chances are they're frustrated, too. Or if they’re a great fit in the wrong role, you can discuss a trial elsewhere in the org. Finally, if they see it and want to fix it... 📌 “Do they know how?” If not, this is a great place to coach. Use questions to guide them in the direction you need. If they write the map, they tend to follow it. If they know how and are not improving, there are two possibilities: -> They’re not making the change. -> They’re making it, and it’s not helping. In either case, the fair choice for your team and for them is likely an exit. These conversations are always challenging. But they're nearly impossible when we don't have a plan. You can have conversations, or you can lead them. In moments of high emotion, clear is kind. If you found this post helpful: - Please repost ♻️ to help other leaders - Follow Dave Kline 🔔 for more posts like it - Subscribe to my MGMT Playbook 📕 (in bio) Join 30K leaders and get access to 75 practical playbooks + working templates for every challenging management moment.