Executive Guide
Addressing Poor Work Performance Professionally
Clearly address underperformance without being destructive? Train challenging performance conversations with various causes through realistic AI role-playing scenarios.
Why Poor Performance is Such a Challenge for Leaders
Employees with poor performance deliver below-average results for months, repeatedly miss deadlines, make the same mistakes despite feedback, and show no noticeable improvement. They justify their performance with statements like "I’m doing my best" or by blaming external circumstances, while the team has to compensate for their work, compromising overall quality. Leaders face the dilemma of needing to communicate clear performance expectations and set consequences, while also avoiding hasty judgments and identifying the root causes. The biggest challenge is distinguishing between unwillingness, inability, overwhelm, or other factors—and addressing inadequate performance without damaging the individual.
Common Mistakes Leaders Make with Poor Performance
Through our scenarios, we highlight typical pitfalls that you, as a leader, should be aware of when dealing with poor employee performance.
It seems that the text you provided is just a name, "Jan Hansen." If you have additional content or a specific marketing copy that you'd like translated, please provide that, and I'll be happy to assist!
Character from scenario
Accept vague promises.
Avoid:
“I trust that you will succeed.”
Why this doesn't work:
The employee may feel that their unreliability is not taken seriously, leading to a loss of self-esteem. This can result in a diminished sense of responsibility and unmet expectations. Individuals prone to procrastination often underestimate the importance of deadlines.
Better:
“I appreciate your creativity, but we need to establish clear deadlines to ensure progress. How can we collaboratively develop realistic timelines?”
It seems that the text you provided is just a name, "Jan Hansen." If you have additional marketing copy or context that you'd like translated, please share it, and I'll be happy to assist!
Character from scenario
Not specifying consequences.
Avoid:
“It won't be that bad.”
Why this doesn't work:
The employee may believe that their actions have no impact, which can lead to a careless attitude. This can result in a decline in team dynamics, as others may feel overwhelmed. Personalities like Jan, who are optimistic, tend to underestimate risks.
Better:
“If we do not meet the deadlines, it could put a strain on the team and our customers. Let's work together to find ways to prevent this.”
It seems that the text you provided is just a name, "Jan Hansen." If you have additional content or specific marketing copy that you would like translated, please share it, and I'll be happy to assist!
Character from scenario
Delegate team responsibilities.
Avoid:
“The team is simply too pessimistic.”
Why this doesn't work:
The employee may feel attacked and deflect blame, which can lead to a divided team atmosphere. This may result in a decreased sense of team identity and hinder collaboration. Individuals with a strong need for harmony often feel uncomfortable when conflicts are not addressed directly.
Better:
“I understand that the team has concerns. Let's address these issues together and find solutions that work for everyone.”
#1 Training Scenario: Ending Deadline Daydreaming
With our realistic AI role-playing scenarios, you can prepare as a leader for conversations regarding poor employee performance.
Grounding deadline dreamers.
Handlung
Eternal optimist promises the impossible for tomorrow—and is surprised when it doesn't work out. Can Jan learn that "it will be fine" is not a project strategy?
Training Goals
Jan committet sich zu einer realistischen Timeline mit Puffer (mind. 3-4 Tage statt 1 Tag)
Jan erkennt das wiederkehrende Muster an (mind. 2 konkrete vergangene Beispiele genannt)
Jan versteht den Impact auf das Team (Überstunden, Stress, Vertrauensverlust) und benennt dies
Conversation Start
“Hey! Everything is under control; I've got this. Of course, the new feature integration will be ready by tomorrow afternoon—I’ve done it a hundred times before. Why is everyone so stressed? It always works out somehow!”
FAQs
How can I determine whether poor performance is due to unwillingness or inability?
Distinguishing between willingness and ability is crucial for the right intervention. Observe: Has the employee performed well in the past (→ likely unwillingness/produkt-demotivation) or have they never met expectations (→ likely inability/overwhelm)? Does the person respond to feedback with excuses and justifications (→ more likely unwillingness) or with signs of overwhelm such as stress and despair (→ likely inability)? Ask directly: "What is preventing you from delivering the expected performance?" Pay attention to the response: External excuses indicate unwillingness, while concrete signs of overwhelm suggest inability. With Careertrainer.ai, you can train to make this distinction in realistic conversations and respond appropriately.
How do I address poor performance without demoralizing the employee?
The key lies in separating the person from their performance. Start with: "I value you as a person and a team member. At the same time, we need to discuss your work results." Focus on objective facts rather than interpretations: "In the past six months, 8 out of 10 deadlines were missed," instead of saying, "You are unreliable." Ask about the causes instead of making judgments: "What do you believe are the reasons?" Offer support: "How can I assist you in closing this gap?" Combine clear expectations with genuine interest in development. In our AI role-playing exercises, you will practice this balance between clarity and appreciation.
What should I do if the employee denies or justifies poor performance?
Stick to the facts and avoid getting drawn into discussions about interpretations. Say: "I appreciate your perspective. However, the facts are: [specific measurable discrepancies]. This is non-negotiable." Document everything in writing and have the employee sign it. When external excuses arise ("The colleagues...", "The system..."), ask specifically: "What of this is within your control, and what can you change?" Make it clear: "I am interested in solutions, not just justifications. What will you do differently?" Set clear consequences: "If there is no change in the next X weeks, we will need to discuss [consequence]." In our training, you will learn to remain consistent even in the face of strong resistance.
How many chances should I give an employee with poor performance?
There is no one-size-fits-all answer, but a general guideline is as follows: Conduct a clear feedback conversation with documented goals, allow 6-8 weeks for development with weekly check-ins, followed by a mid-term evaluation. If no noticeable improvement is observed, hold a second formal conversation with stricter consequences and allow an additional 4-6 weeks. If there is still no improvement, take appropriate action. It is crucial to document every step in writing, including goals, timelines, and consequences. Be fair but firm—offering too many chances without consequences sends the wrong message to the entire team and is also unfair to the employee, as it creates false hopes.
How do I handle the situation when the team is frustrated with a colleague's poor performance?
Acknowledge the frustration without sharing details: "I understand your frustration and take it seriously. I cannot discuss personnel matters due to confidentiality, but you can be assured that I am addressing the issue." Ensure that the team does not have to continuously compensate for the workload—organize redistribution or temporary support. Be transparent about the process (without naming individuals): "When performance issues arise, I follow several steps: discussion, goal setting, development time, evaluation, and, if necessary, consequences. This takes time, but I take it seriously." It is crucial to take action; otherwise, you will lose credibility with the entire team. High performers are closely watching whether poor performance leads to consequences.
What if poor performance is due to personal issues?
Show empathy while maintaining expectations: "I understand that you are currently facing a difficult personal situation, and I'm sorry to hear that. However, work performance must meet certain standards." Explore solutions together: "What do you need to manage your work despite the situation? A temporary reduction in hours? Remote work? A sabbatical?" Make it clear: "I want to support you, but I cannot accept consistently underperforming results. Let's work together to find a solution." If necessary, refer to Employee Assistance Programs or counseling services. Personal issues can explain performance challenges, but they are not a permanent excuse—find ways to address both needs.
Overview of all leadership challenges
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