A negative focus can help when it means examining a specific performance gap honestly, not labelling a person as negative or incapable. Managers sometimes avoid difficult feedback in an effort to stay positive. The result is usually unfair to everyone: the employee lacks a clear opportunity to improve, colleagues absorb extra work and the organisation allows uncertainty to grow.
Describe the gap before judging the person
“You are underperforming” is a conclusion, not a useful diagnosis. Start with observable work, agreed expectations and impact. Which deliverable was late? Which quality standard was missed? How often did it happen? What consequence followed?
Compare like with like. A target may have become unrealistic because priorities, staffing, systems or market conditions changed. Check whether the expectation was communicated, whether other employees face the same barrier and whether the person had the time, information and authority to do the work.
Use specific examples, but do not build a surprise file for months. Feedback should be timely enough for the employee to connect it to the work and respond.
Separate capability, conduct and context
Different causes require different responses. A capability problem concerns whether someone can perform the work to the required standard. A conduct problem concerns behaviour or a deliberate failure to follow reasonable rules. Context may include an unclear role, conflicting instructions, poor tools, workload, health, disability or problems outside work.
The distinction matters. Training will not fix a priority conflict, and discipline is not an appropriate first answer to a missing skill. The UK workplace-advice service Acas also distinguishes performance capability from conduct and advises employers to consider informal resolution and support. Employment law varies, so involve HR or qualified legal counsel where consequences may become formal.
Hold a direct, two-way conversation
Choose a private setting and explain the purpose in advance. State what you have observed, the expected standard and why the difference matters. Then ask for the employee’s view and listen without rushing to rebut it.
Useful questions include:
- How do you see the situation?
- What makes the work difficult at the moment?
- Which expectations or priorities are unclear?
- What support would make a material difference?
- What can you commit to changing, and by when?
Do not soften the message until it becomes ambiguous. Respectful clarity is kinder than praise that hides the problem. At the same time, avoid mind-reading and character judgements. Discuss work and behaviour, not presumed attitude.
Create a short, evidence-based improvement plan
A useful plan is not a threat disguised as administration. It gives the employee a realistic route to meet the standard and gives both sides a shared record.
Include:
- The required outcomes. Define quality, quantity, timing and relevant behaviour.
- The current gap. Record recent, verifiable examples.
- Actions and support. Agree training, coaching, clearer priorities, resources or process changes.
- Measures. Use indicators the employee can influence and that reflect the actual job.
- Review dates. Meet frequently enough to correct course rather than waiting for the deadline.
- Possible next steps. Explain the process and consequences without making the outcome look predetermined.
Measures need judgement. Counting tickets closed can reduce quality; measuring only revenue can ignore territory differences. Use a balanced set of results and behaviours, and state the evidence source.
Support improvement without taking over the job
A manager should remove unnecessary obstacles, supply relevant feedback and make decisions about priorities. The employee remains responsible for the agreed work. Too little support turns the process into punishment; too much rescue work prevents a fair test of improvement.
Motivation also matters, but it cannot be demanded. Autonomy, competence, recognition and meaningful goals can improve the conditions for good work. See our practical guidance on improving employee motivation.
Review consistently and document proportionately
At each review, compare progress with the written expectations. Record what improved, what did not, what support was provided and what changes were agreed. Acknowledge genuine progress. If the evidence changes, change your conclusion.
Consistency does not mean identical treatment regardless of circumstances. It means using the same fair principles, checking for bias and making reasonable adjustments where required. Regular reviews are preferable to saving every performance discussion for an annual appraisal. Acas likewise recommends regular performance reviews that allow employees to ask for support.
When improvement does not happen
If expectations were reasonable, support was available and progress remains insufficient, a formal capability or disciplinary process may be necessary. Follow company policy, applicable law and professional advice. Give the employee a chance to respond and appeal. Redeployment or a better role fit may sometimes be more appropriate than dismissal.
The aim is not to keep every employment relationship indefinitely. It is to reach a defensible decision through a process that is clear, humane and evidence-based. Strong teams need both accountability and psychological safety; avoiding one in the name of the other weakens both. For a broader team perspective, read how to build a stronger marketing team.
Frequently asked questions
How quickly should a manager address underperformance?
Raise a meaningful pattern promptly, after checking the facts. Do not wait for an annual review, but avoid escalating a single minor error into a formal judgement.
Should feedback start with something positive?
Only if it is relevant and sincere. A forced “compliment sandwich” can obscure the issue. State the gap respectfully, recognise strengths where they affect the solution and agree next steps.
Can an improvement plan be informal?
Often yes, especially at an early stage. Still write down the expectations, support and review date so both parties understand the agreement. Follow local policy and law.
