Addressing Performance Issues During Reviews

Confronting an underperforming employee is never easy. Here’s my guide to make sure it doesn’t go off the rails. Schedule a one-on-one meeting with the employee. Send the invite at least one day in advance via email, using a generic title like “Discussion”. Write detailed notes on what you plan to cover in the meeting. Meeting tone: Once the meeting starts, avoid small talk and get down to the matter at hand immediately. Maintain a positive and constructive attitude.  Focus on the facts, the impact, and the solutions. Do not focus on the personalities, the emotions, or point fingers. The beats of the meeting: Open by stating that this is going to be a difficult conversation about their performance issues. Make it clear that the goal of this meeting is to find a way for them to improve. This sets the tone. Next, describe the circumstances that have made this discussion necessary. Be specific about actions, dates and times, and tell them what the impact of their underperformance has been on the business and other co-workers. If applicable, tell them exactly where they’ve violated your policies. Get the employee’s perspective: Do they feel they have the necessary time, support, and resources to perform their job? Has anything changed in the business that has an impact on the employee’s performance? Has anything changed outside of the business, like a personal issue or health problem? Be clear about your expectations: Be specific, e.g. “Your job starts at 8 a.m. from Monday through Friday. You should be at your desk and available to answer client calls by that time every business day.” Together with the employee, make a detailed action plan you both understand and agree on. Set specific steps, deadlines, and targets. Include what you will do to support them. You should both sign and date the document. Schedule several followup meetings to check in on their progress. Once you’re done, update your meeting notes to include everything you discussed. Follow up: Send a recap of the meeting and your agreed upon action plan to the employee immediately after the meeting. If you have any to-do items on your side, get through them ASAP. You want them feeling the urgency of the situation. From there, things will go in one of two directions: Hopefully, the situation will improve. If it does, give that employee recognition. Refer specifically to what they’ve accomplished. Sometimes, things don’t get better. At that point, it’s time to move towards parting ways. — I hope this helps. Thoughts on this process? Comment below!

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

At DISQO, to of core values are, “Be Relentlessly All In” and “Win as One Team.” Both sound simple on paper or on the wall, and they are the secret sauce in our recipe for success. In short, they mean nothing should get in the way of us helping DISQO and our customers win, even at the expense of personal preference or advantage. Because it means creating a future where we all win together, we need to keep a high bar for how we share feedback. That includes when we are getting it right and especially when we are getting it wrong. Sharing feedback protects our culture and our advantage only if we are willing to have the hard conversations. Avoiding hard conversations doesn’t protect your culture. It erodes it. When someone receives three straight performance reviews, clear expectations, and multiple chances to change and still refuses, it is no longer a performance problem. It is an accountability problem. Leaders do not get to look away. Standards do not uphold themselves. If you want a culture of ownership, you have to protect it in moments like these. So what does that look like? Here are 5 steps to lead through the hard conversation with clarity, not cruelty: 🔥 1. Anchor in evidence 📊 Start with the facts: "Here is what we have discussed. Here is what has not changed." You are not giving an opinion. You are reporting the pattern. 🔍 2. Say the thing 🎯 Do not water it down: "At this point, it is no longer just about performance. It is about your response to feedback." If it is hard to say, it probably needs to be said. 🔄 3. Shift the burden 🧭 Make the next move theirs: "It is your choice whether or not to take action. But we cannot continue as we are." Ownership is the signal. Enable it, do not carry it. 🎯 4. Set a specific next step 🗓️ Be clear: “By Friday, I expect a written plan with measurable steps and early action already in motion.” Accountability lives in clarity, not ambiguity. 🤝 5. Stay human, not soft 💬 You can be clear and respectful: “I want to see you succeed. But that will not happen unless something changes now.” Respect is not silence. It is truth with empathy. Creating the future means leading in the hardest times.. Where it is uncomfortable. Where most people hesitate. And where real culture is made or lost. Say what needs to be said. That is how you protect the work, the team, and the standard. #CreateTheFuture #LeadershipInAction #CultureMatters #RadicalCandor #LeadWithClarity #DISQO

𝗔𝗿𝗲 𝘆𝗼𝘂 𝘀𝘁𝗿𝘂𝗴𝗴𝗹𝗶𝗻𝗴 𝘁𝗼 𝗴𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘁𝗼 𝗮𝗻 𝘂𝗻𝗱𝗲𝗿𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗲𝗿 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝗳𝗲𝗮𝗿 𝗼𝗳 𝗵𝘂𝗿𝘁𝗶𝗻𝗴 𝗼𝗿 𝗱𝗲𝗺𝗼𝗿𝗮𝗹𝗶𝘇𝗶𝗻𝗴? Follow this 5-step framework to get magical results. 𝗟𝗲𝘁 𝗺𝗲 𝘀𝗵𝗮𝗿𝗲 𝗮 𝗰𝗮𝘀𝗲 𝘀𝘁𝘂𝗱𝘆 of my client for your easy understanding: Meet Mark, a team leader in a growing tech company. One of his top employees, 𝗝𝗮𝗻𝗲, 𝘄𝗮𝘀𝗻’𝘁 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀. 𝗦𝗵𝗲 𝗺𝗶𝘀𝘀𝗲𝗱 𝗱𝗲𝗮𝗱𝗹𝗶𝗻𝗲𝘀, avoided communication, and wasn’t engaged in team discussions. 𝗠𝗮𝗿𝗸 𝘄𝗮𝘀 𝗮𝗳𝗿𝗮𝗶𝗱 𝘁𝗼 𝗰𝗼𝗻𝗳𝗿𝗼𝗻𝘁 her because he didn’t want to demoralize her or cause conflict. However, the longer he waited, 𝘁𝗵𝗲 𝘄𝗼𝗿𝘀𝗲 𝘁𝗵𝗶𝗻𝗴𝘀 𝗴𝗼𝘁. 𝗧𝗵𝗲 𝘁𝗲𝗮𝗺’𝘀 𝗽𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝘃𝗶𝘁𝘆 𝗱𝗿𝗼𝗽𝗽𝗲𝗱, and Jane’s career progress stalled. 𝗠𝗮𝗿𝗸 𝗲𝗻𝗿𝗼𝗹𝗹𝗲𝗱 𝗶𝗻 𝗰𝗼𝗮𝗰𝗵𝗶𝗻𝗴 𝘁𝗼 𝘁𝘂𝗿𝗻 𝘁𝗵𝗶𝗻𝗴𝘀 𝗮𝗿𝗼𝘂𝗻𝗱. 𝗛𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝗵𝗲 𝗱𝗶𝗱 𝗶𝘁: 𝟭) 𝗦𝗲𝘁𝘁𝗶𝗻𝗴 𝗖𝗹𝗲𝗮𝗿 𝗘𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: Mark told Jane, “We need to complete the project by next Friday. Let’s go over the steps to make sure everything’s clear.” 𝟮) 𝗚𝗶𝘃𝗶𝗻𝗴 𝗖𝗼𝗻𝘀𝘁𝗿𝘂𝗰𝘁𝗶𝘃𝗲 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: Instead of vague criticism, Mark said, “You missed last week's deadline. Let’s figure out why and prevent this next time.” 𝟯) 𝗔𝗰𝘁𝗶𝘃𝗲 𝗟𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: When Jane shared she was overwhelmed, Mark asked, “What support do you need to stay on track?” 𝟰) 𝗔𝗱𝗱𝗿𝗲𝘀𝘀𝗶𝗻𝗴 𝗜𝘀𝘀𝘂𝗲𝘀 𝗗𝗶𝗿𝗲𝗰𝘁𝗹𝘆 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: “We need to address the missed deadlines, Jane. Let’s talk about what’s causing this so we can fix it together.” 𝟱) 𝗖𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: Mark said, “I’ll help you organize your tasks, but it’s crucial that you meet the deadlines we’ve set.” 𝗪𝗵𝗮𝘁 𝗪𝗮𝘀 𝗛𝗼𝗹𝗱𝗶𝗻𝗴 𝗠𝗮𝗿𝗸 𝗕𝗮𝗰𝗸? • Lack of Feedback Skills • Poor Communication Skills • Fear of Conflict • Low Team Morale 𝗧𝗵𝗲 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗔𝗳𝘁𝗲𝗿 𝗖𝗼𝗮𝗰𝗵𝗶𝗻𝗴 𝗧𝗵𝗿𝗼𝘂𝗴𝗵 𝗰𝗼𝗮𝗰𝗵𝗶𝗻𝗴, 𝗠𝗮𝗿𝗸 𝗺𝗮𝘀𝘁𝗲𝗿𝗲𝗱 𝘁𝗵𝗲 𝘀𝗸𝗶𝗹𝗹𝘀 𝗻𝗲𝗲𝗱𝗲𝗱 𝘁𝗼 𝗰𝗼𝗻𝗳𝗿𝗼𝗻𝘁 𝘁𝗵𝗲 𝗶𝘀𝘀𝘂𝗲: • He set clear, measurable goals for Jane. • He started giving regular, constructive feedback. • He improved his listening skills to better understand Jane’s challenges. • He faced the issues directly with a calm, problem-solving mindset. • He held Jane accountable for her performance while providing support. 𝗧𝗵𝗲 𝗢𝘂𝘁𝗰𝗼𝗺𝗲 • Jane began meeting deadlines and actively contributing to team discussions. • Team morale improved, and Mark became a more confident leader. 𝗣.𝗦. Ready to transform your leadership style and unlock your team’s full potential? 📩 Drop me a message, and let’s create a tailored strategy for you. #peakimpactmentorship #leadership #success #interviewtips #communication