Managing Poor Performance Training

Managing Poor Performance Training

You know that sinking feeling when you walk into work and see that one team member still hasn't met their targets. Again.

Maybe they are missing every second deadline, their quality of work makes you cringe, or their attitude is starting to drag down everyone else. You have probably tried the gentle approach: those awkward conversations by the coffee machine, the "friendly reminders" in emails, the hoping it will just sort itself out somehow.

But nothing changed.

Here is the thing: poor performance doesn't fix itself. Trust me, l have seen managers wait months, even years, thinking maybe this time will be different. Meanwhile the rest of your team gets fed up, productivity drops, and you are lying awake at 3am wondering if you should just fire them or keep pretending everything is fine.

Neither of those options work, by the way.

What Really Causes Poor Performance?

Most managers get this completely wrong. They see someone struggling and immediately think "they are lazy" or "they don't care". Sometimes that is true, but usually? There is something else going on.

l have worked with hundreds of teams dealing with this exact problem. The patterns are pretty predictable once you know what to look for :

Some people literally don't know what good looks like. You hired them thinking they understood the role, but they are winging it and too embarrassed to admit they need help.

Others know exactly what to do but something is blocking them. Maybe they don't have the right tools, or there are process issues, or they are dealing with personal stuff that is affecting their work.

Then you have got the attitude problems. These are trickier because the person CAN do the job, they just... won't. Maybe they feel undervalued, maybe they disagree with company direction, maybe they are just checked out mentally.

Each situation needs a completely different approach. But here is what most managers do: they use the same conversation for all three types. No wonder it doesn't work.

The Conversation Framework That Actually Gets Results

Let me share something that changed everything for me. l used to dread performance conversations. Like, physically dread them. My stomach would churn, l would rehearse what to say for days, and somehow it always went sideways anyway.

Then l learned there is actually a structure to these conversations. Who knew?

You start with facts, not feelings. Instead of "Your attitude has been really poor lately" try "l noticed you have missed four deadlines this month and yesterday you seemed frustrated during the team meeting". See the difference? One is your interpretation, the other is what actually happened.

Next, you ask questions before you make statements. "What is going on from your perspective?" "What challenges are you facing with these projects?" "How can l help you succeed here?"

This is where most managers mess up. They want to skip straight to solutions before they understand the real problem. Don't do that. Listen first.

Then you collaborate on a plan. Not you telling them what they need to do, but working together to figure out next steps. "Based on what we have discussed, what do you think would help?" "What support do you need from me?" "What does success look like for you?"

Performance Improvement Plans That Don't Suck

Let's talk about PIPs for a minute. Most of them are rubbish. Like, completely useless pieces of paper that tick boxes for HR but don't actually improve anything.

A good PIP isn't a punishment or a precursor to firing someone (though it might end up there). lt is a roadmap for getting back on track. lt should be so clear that anyone could pick it up and understand exactly what needs to happen.

Here is what works:

Be specific about what good looks like. Not "improve communication skills" but "respond to client emails within 4 hours during business days and copy your manager on any urgent issues".

Set realistic timelines. lf someone has been struggling for months, they are not going to turn it around in two weeks. Give them actual time to improve, but put check-in points along the way.

Include support, not just expectations. What training will you provide? What resources do they need? How will you help them succeed?

And please, document everything properly. Not because you are building a case against them, but because clear documentation protects everyone involved.

When lt's Time to Make the Tough Call

Sometimes, despite your best efforts, it doesn't work out. l know that is hard to accept, especially when you have invested time and energy trying to help someone improve.

Here is how you know it is time to move on: they are not meeting the agreed standards despite having the support and resources they need. The problems keep recurring even after multiple conversations and interventions. Or the impact on team morale and productivity is becoming too significant.

This doesn't make you a failure as a manager. Sometimes people are just in the wrong role or wrong company, and the kindest thing you can do is help them find something that suits them better.

The bit nobody talks about is how emotionally draining this whole process can be. You are trying to balance being supportive with holding people accountable, maintaining relationships while addressing serious issues, and protecting team dynamics while helping individuals improve.

lt is exhausting.

But here is what l have learned: avoiding these conversations makes everything worse. Your good performers lose respect for your leadership, the struggling person continues to flounder without proper support, and you end up stressed about something that could have been addressed months ago.

Managing poor performance effectively isn't about being tougher or more lenient. lt is about being more skillful in how you approach these situations.

What This Training Covers:

How to spot performance issues early before they become major problems
The real reasons people struggle at work and how to address each one
Conversation techniques that get results without destroying relationships
Creating improvement plans that people actually follow
Documentation that protects everyone and moves things forward
Managing emotions in the workplace when things get heated
When to involve HR and how to do it properly
Supporting improvement without becoming a micromanager
Making tough decisions about people's futures

This training gives you practical tools and real-world examples. We don't do role plays or theoretical discussions. You get actual conversation scripts, document templates, and decision-making frameworks you can use immediately.

Because let's be honest: nobody enjoys dealing with poor performance. But ignoring it destroys teams and makes your job infinitely harder. Better to learn how to handle it properly so you can sleep at night and your good people don't start looking for other jobs.

The training is designed for managers who are tired of avoiding difficult conversations and want to become confident in addressing performance issues head-on. You will walk away knowing exactly what to say, when to say it, and how to document everything properly.

Most importantly, you will stop dreading these situations and start seeing them as opportunities to either help someone succeed or make space for someone who will.

Performance review training is part of this, but we go much deeper into the day-to-day reality of managing struggling team members.

The bottom line? Poor performance affects everyone. Address it properly and you will have a stronger team, better results, and way less stress. Keep avoiding it and, well... good luck with that.