How to manage an underperforming employee
Name the gap early and specifically, ask what's getting in the way, agree on what good looks like and by when, then check in weekly. Most performance problems get worse because the first conversation happens months too late.
Lauren is a real coach. You're texting an AI trained on her coaching.
The moment
You've noticed it for weeks. Deadlines slide, the work comes back thin, and you've been quietly fixing it yourself at 10pm. You keep waiting for the right moment, or for it to sort itself out.
It won't. And the person probably doesn't know how serious it is, because nobody has told them clearly. The kindest thing you can do now is one specific, calm conversation.
Get these straight first
- Separate facts from frustration. Write down three specific examples: what was expected, what happened, and the impact. Dates help.
- Check your part. Were expectations clear? Did they have the tools, time and context? Did priorities shift under them?
- Define good. One or two measurable outcomes for the next 30 days. "Be more proactive" isn't measurable. "Send the client status update by noon every Friday" is.
- Get curious about why. Skill, motivation, workload, or something outside work. The plan is different for each.
The script
I want to talk about something I've noticed, because I'd rather raise it early than let it build.
Over the last [few weeks], [specific example], and [specific example]. The impact has been [effect on the team, client or deadline].
I want to understand what's going on from your side. What's getting in the way?
Here's what I need going forward: [specific outcome] by [date]. What would help you get there?
Let's meet for 15 minutes every [day] to see how it's going. I want this to work.
Then listen more than you talk. If they tell you something that changes the picture, like a health issue, a family crisis or a confusing handoff, adjust the plan. If not, hold the line.
If they push back
| If they say | You can say |
|---|---|
| Nobody told me that was expected. | That's fair, and it's on me to be clearer. Here's what I'm expecting from now on: [specific]. Does that make sense? |
| I'm overloaded. | Let's look at everything on your plate. What should come off so this can be done well? |
| [Coworker] does the same thing. | I talk to each person about their own work. Right now I want to focus on yours. |
| (They get defensive or upset) | I can see this is hard to hear. I'm raising it because I think you can do this well, and I want to help. Do you want to sleep on it and pick this up tomorrow? |
Recap email after the conversation
Subject: Recap of today's conversation
Hi [name], thanks for talking today. To recap: we discussed [issue]. Going forward, I'm looking for [specific outcome] by [date].
You mentioned [obstacle], and we agreed to [support]. We'll check in [day] at [time].
Let me know if I've missed anything.
Mistakes to skip
- Waiting for the annual review. Feedback that arrives six months late feels like an ambush.
- Hinting. "Just a thought, it might be nice if..." is too vague to act on.
- Making it about character. "You're careless" starts a fight. "The last three reports had errors in the totals" starts a plan.
- Quietly fixing the work yourself. It hides the problem and wears you down.
- No follow-up. One conversation followed by silence says it didn't matter.
After the conversation
Keep short notes after each check-in: what was agreed and what happened. If things improve, say so out loud and specifically. If they don't after a fair window, the next step is a formal plan, which you can build from this performance improvement plan template with HR.
Prep it with Lauren
Here's what it looks like to rehearse this by text the night before. Lauren asks a couple of sharp questions, tightens your words, and checks in after.
one of my analysts keeps missing deadlines and I've been redoing her work at night. I hate conflict
redoing it at night is costing you sleep AND hiding the problem from her. let's fix that
does she know it's a problem? like has anyone said it to her plainly
...not plainly, no
then she might genuinely not know. this is a first conversation, not a confrontation open with "I want to raise something early so it doesn't build." then two specific examples with dates. then ask what's getting in the way
and then what
agree on one thing that's due friday. I'll text you thursday night to see how you're feeling about it
Have the conversation this week.
Text Lauren what you've noticed. She'll help you name it specifically, plan the follow-up, and check in before each step.
Hi Lauren! I have an employee who's underperforming and I need help with the conversation.
Lauren is a real coach. You're texting an AI trained on her coaching. Your first week is free. Cancel anytime from your account or by texting Lauren.
Frequently asked questions
How do you tell an employee they're underperforming?
Privately, early and with specific examples. Say what you expected, what happened and the impact, then ask what's getting in the way. End with a clear outcome and a date.
What causes underperformance?
Unclear expectations, missing skills, too much work, a poor fit with the role, or something happening outside work. Ask before you assume, because the fix depends on the cause.
How long should I give an underperforming employee to improve?
Long enough to fairly show change, often 30 to 90 days depending on the work. Agree on the window up front and check in weekly.
When should I involve HR?
When a first conversation and follow-up haven't worked, when you're considering a formal plan, or anytime the person raises health, leave, discrimination or harassment. HR can also help you prepare the first conversation.