What are our challenges?

When managing people, you might notice that constructive feedback on their performance isn't making an impact, indicating you're dealing with a low performer. Managing low performers can present several challenges:

1. This starts with the difficulty of accurately identifying the low performers. Sometimes, the signs of poor performance can be subtle, or employees may struggle with external factors that aren't immediately obvious.

2. Deciding whether to implement a formal Performance Improvement Plan (PIP) can be tricky, as you must balance supporting the employee's growth with addressing the performance issue. A PIP can feel punitive if not communicated carefully, which can strain the manager-employee relationship

3. Finally, a recurring pattern may emerge when there’s a persistent gap between expectations and actual performance. Providing regular, constructive feedback is crucial, but delivering it can be challenging. If the feedback is inconsistent or unclear, it can leave the person unsure about what is expected, making it harder for them to improve.

Explore our internal resources

PIP

On this handbook page, you can find explanations of PIP, how to create an effective one and what to discuss during a performance improvement conversation.

Giving Feedback

On this handbook page, get familiar with:

• Radical Candor philosophy and matrix

• SBI model and most common mistakes when delivering it

• How to handle the defensiveness of feedback

Identifying low performer

On this handbook page, you can find (mis)aligned behaviour examples per our principles

Scaling People:

page 386 - 397

Case Study

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