How to talk to an underperforming employee: a plan for managers

Why this conversation gets postponed

Managers put off talking about poor results for understandable reasons: they don't want to damage the relationship, they're afraid the employee will be hurt or quit, they hope things will sort themselves out. But the longer you wait, the harder the conversation: the problem grows, the team sees that the manager isn't noticing it, and the employee learns about the concerns too late.

Step 1. Define what exactly is wrong

Before the conversation, answer three questions for yourself:

• What result do I expect and what am I getting? Specifically, in numbers or examples.
• Does the employee know what is expected of them? Often "not coping" actually means "nobody explained".
• What kind of problem is it: can't (lacks skills), won't (motivation), or the environment doesn't allow it (resources, processes, conflict)?

The answer shapes the conversation: skills are taught, motivation is explored, conditions are changed.

Step 2. Prepare two or three examples

Not ten complaints, but the most important episodes, with dates and consequences. A long list turns the conversation into an accusation, and the person starts defending each point.

Step 3. Schedule the meeting quickly

Don't push it to the end of the month and don't reschedule. Say in advance what the conversation is about: "I'd like to discuss the results on the project and understand how I can help." That's more honest than a surprise "five-minute chat".

Step 4. Hold the conversation with a structure

1. Purpose. "I want to talk about last month's results and agree what we'll do."
2. Facts. Two or three examples using "situation — behaviour — impact".
3. Question. "How do you see it? What's getting in the way?" — then listen without interrupting.
4. Cause. Together, work out what's behind the problem: skills, motivation or conditions.
5. Agreement. What specifically will change, by when, and what help is needed from you.

Step 5. Put a 30-day plan in writing

After the meeting, send a short email: what you discussed, what results are expected, by when, and how you'll help. An improvement plan is not a punishment but clarity: the employee knows exactly what counts as success.

Step 6. Meet every week

A short one-to-one once a week, 15–20 minutes: what worked, what's in the way, what help is needed. Acknowledge even small progress — it supports motivation better than any words. How to run such a meeting is covered in the One-to-one exercise.

Step 7. Take stock

After 30 days — a final meeting. If there's a result, say so directly. If not, discuss the next step honestly: a different role, more training, or parting ways. By then it won't come as a surprise to either side.

What not to do

• Don't discuss the problem in front of the team.
• Don't compare with other employees: "Peter manages, though."
• Don't promise what you can't deliver to soften the conversation.
• Don't draw conclusions about motives: "you just don't care". You don't know what is going on in the person's life.

How to teach this to managers

Difficult conversations are a skill that's only built through practice. The exercises Conversation with someone who resists and Instruction or question can be run in a team meeting. A full programme is the Leadership and accountability kit (free) and Performance management with AI, which covers goals, metrics and regular meetings.