After “The Talk” with an Under-Performing Employee

Welcome back and thank you for taking a few moments to read my final installment of this three-part series on “Dealing with Under-Performing Employees”. If you’re just jumping in, read the first installment, “How to Deal with an Under-Performing Employee” and we’ll get you back here in no time.

Following Up After “The Talk”

Day 1

So, you’ve had “The Talk”. What’s next? Document, document, document. Regardless of what stage of escalation you are in, you will want a well-documented discussion. If things move towards a termination of the team member, HR and you, specifically will want a record of the conversation. Document their response, next steps, and include the date and time of the conversation.

Here’s an example of the log you might use. It’s basic, but useful.

Date/Time | Meeting Subject | Name of Participants | Description of the meeting

Notes from the meeting

Stated next steps and expected outcomes

Use OneNote, or a notepad, but save the document.

Next, make sure to observe, seek feedback, and follow-up with the prescribed next steps. I mentioned the DISC Profile and Clifton Strengths in potential next steps. These are great team building opportunities and may shed some light into their behaviors.

Lastly, send out meeting invites that match the cadence outlined below: two weeks, 30, 60, and 90 days out. This sets the expectation that the conversation will continue, and ensures that it does.

Two Weeks Out

This is a good time for your first one on one after the talk and a really valuable connect. This is an opportunity to see where they are at the two-week point. It’s also a good time to make sure they still understand the expectation and don’t need anything from you as the leader in accomplishing that. The two potential future responses from them that you’re trying to avoid are 1) “I didn’t quite understand the expectation” or 2) “I wasn’t able to succeed because I needed……”.

This initial follow-up meeting gives both parties the opportunity to make sure everyone is still on the same page and for you to see some initial actions over the last two weeks after being challenged with some opportunities to grow. Don’t forget to continue to document because if termination is the final outcome HR will need all the documentation collected over multiple conversations.

1 Month Out

Connecting here at the one month is really where you are going to know in your gut if this is going to work or not. You’ve now seen 30 days of their action and behaviors since “The Talk”, and things are probably becoming clear one way or another. One thing to pay attention to in this connect is their attitude.

Do they appear to have a desire to grow and serve or are they apathetic and checked out and just haven’t taken their body with them yet. This meeting is where you should have already noticed signs of “quiet quitting” and other similar behaviors if this is their desire. You don’t want them to use you for payroll until they find the next landing pad.

60 Days Out

If you are connecting at 60 days, then it’s probably going to work out. At this point they should be growing in some of the areas that you had coached them on. In this connect as well as the previous one be sure to praise them and verbally recognize that change. The fact that you have noticed positive change and have communicated that to them will encourage them to grow even more. Document that positive change.

We don’t just document for termination ammo, but also for a reflection point to refer back upon as the team member progresses over time within the organization. Long term that documentation might end up being a very valuable piece of information for another leader other than you. Someone else could see that and know that this individual is teachable, humble and can adapt when given the chance.

It’s also possible, that they are not taking corrective action, and it’s time to start taking steps forward with the tough decision. Each situation is different, but be ready for either direction.

90 Days Out

This is probably the last, near-term conversation that you need to have. It’s either worked out or it hasn’t. You’ve had three or four connects after “The Talk”. We all know expectations; you’ve seen 90 days of their performance, and you have observed their behavior and attitude. If a departure is the only option, sooner is better than later. Make the call and get it done!

If not, and they have been doing very well for 90+ days or have at least shown solid continuous improvement, they probably aren’t a major concern at this point and don’t require much more follow-up.

Outcomes of Under-Performing Employees

There are four possible outcomes to an under-performing employee, and all four have an impact on your team and your organization.

Here are the potential outcomes. Understand these before you have the conversation, because one of these will happen:

1. They don’t change, and you take a passive approach and let them continue in the same patterns you discussed with them. This is on you as a leader, and you will likely see good talent leave the organization as a result.
2. They don’t change, and you take an active approach resulting in their departure from the organization. If they are under-performing, they need to show that they are working towards the agreed-upon steps to change, or they need to be let go. That is one of the difficult responsibilities of being a leader.
3. They leave, either the organization or the team. That’s their prerogative, and it’s okay. The team will understand why. Be careful though, because they can do a lot of damage to your reputation on their way out.
4. They do change, and the process of rebuilding trust begins. They enjoy what they do and have a strong desire to improve.

You play a vital role in each of those potential outcomes. Don’t avoid conflict and let them continue with their behaviors. They need you to take action as much as you do.

Benefits for All

The outcomes of the talk from above may be very predictable or they may throw you a curve ball. A team member may not respond to a tough conversation as well as you think, or they may surprise you and rise to the occasion and beyond. Regardless of the response from them, there are so many benefits for you as the leader, the team members and your peers.

You may think, what do their peers have to do with the talk and how do they even know it’s happening? They may not know it’s happening, but they certainly know if you as a leader are a person who addresses “opportunities” head on or take a more passive approach.

As a Leader

As a leader, the benefits are endless. These sometimes-uncomfortable conversations give you invaluable experience to grow in your leadership skills, communication, problem solving, and overall understanding of how people feel, think, and respond when presented with an opportunity to change. The more you are willing to have these conversations, the more you will grow your team and benefit your organization.

As an Employee

You may wonder, “I get how it helps me grow as a leader, but as a team member what are the benefits of getting told ‘I stink at what I am doing’?” First off, I think we have all met that person who was not really the outstanding employee, and then 10 years later we look back and he or she has succeeded in their organization, family life, and most importantly their behavior and character.

At first glance we sometimes think “well I didn’t see that coming”. Why is that? Well, my guess is over time they have had someone, or multiple people invest in them, have had conversations with them and love them enough to help them grow. Those are more futuristic benefits to the team member, but there are certainly immediate benefits as well. They now know clearly what the expectations are, if there is a timeline for improvement, and what the objective is.

As a Peer

Lastly, there are great benefits as a peer. Now they may not know of the conversation and certainly not what was discussed but they certainly know more of what’s going on than you think. Often times our peers and other team members know more about the organization and maybe even our own teams than us as the leader. Inaction is always more frustrating than action you disagree with as an employee.

Your peers will know very quickly whether you are a proactive or reactive leader especially when it comes to conflict resolution. If your peers view you as the latter, it can cripple their motivation to perform well. If they view you as someone who addresses issues head on, they have more confidence, are surer in their own decisions, and ultimately have way less negative thinking because they know where you stand. That kind of team member will be more stable, create a more stable team, and ultimately benefit you more as a leader.

If Necessary, Act Fast

Regardless of how the situation plays out, act fast if necessary. If it’s clear that the team member must go, do it! Don’t lose others team members in the process plus the respect of team members who stay and then still let them go. That’s a huge mistake. In that scenario, you have lost talent out the door, morale that remains and still lost the under-performing employee. If they change for the better, recognize that!

Change is hard, if they improve and heed your advice, it shouldn’t go unnoticed. The faster you act when appropriate, the better. Lastly, make sure every time that individuals name exits your mouth in future conversations it is in a positive light. These seasons are hard to go through and can be emotionally draining, but real leadership does in fact take the high road, thinks positively and has self-control.

There may be a lot of negative traits about that person in your mind, but I would encourage you to focus on the positive ones moving forward. In the end life is short and you will never regret that.

Each person is different, including you. If it’s your first hard conversation, or perhaps you need help in this area, we’d love to help you. Head over to StephensInsightGroup.com and schedule a free consultation. Me or my team would be happy to hear your unique situation and provide guidance on what approaches you could take.

Leadership is not for the faint of heart, but I want you to enjoy what you do and be good at it. Now go get it done.

If you found this content helpful, please visit the Leadership Handbook for additional content to help you become a better leader.