Navigating underperformance is never easy, but I take a respectful, reflective approach. Most people already sense when they’re not meeting expectations or aligning with company culture. I schedule a conversation—ideally on a Friday or before a break—focused purely on performance, not personal traits. I clearly outline the gaps, the expectations, and the importance of meeting them for both the company and the individual.
Then, I ask them to take the weekend to reflect and discuss with their family. The decision isn’t made in the moment. On Monday, they must choose: commit fully to improving—with my support—or consider whether another role might be a better fit.
Most come back with a resignation, having reached that conclusion on their own. It’s never about them being a bad person—it’s about finding the right fit, for everyone’s benefit. As leaders, our job is to guide, not guilt.
Then, I ask them to take the weekend to reflect and discuss with their family. The decision isn’t made in the moment. On Monday, they must choose: commit fully to improving—with my support—or consider whether another role might be a better fit.
Most come back with a resignation, having reached that conclusion on their own. It’s never about them being a bad person—it’s about finding the right fit, for everyone’s benefit. As leaders, our job is to guide, not guilt.
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