Continuing the fourth in our series of five articles that comprise our first Management Development Series: How to Bring Out the Best in Your Employees, we present Constructively Communicating with Underperforming Employees. If you’ve reached this article before reading its companion articles, Crafting Precise and Attainable Goals & Cultivating a Feedback-Driven Culture & Recognizing and Rewarding for Exemplary Contributions, take a few moments to read through these first installments of the series.
Effectively addressing employee underperformance is a challenge many managers face. How one tackles it can profoundly impact not only the employee but also the broader team and the organization as a whole. Constructive communication is a vital tool in these situations. Let’s explore what constructive communication is and how to utilize it effectively.
At a basic level, constructive communication refers to a manner of dialogue that is positive, clear, solution-oriented, and fosters growth. Instead of focusing on the problem or assigning blame, constructive communication seeks understanding, collaboration, and improvement. The conversation acknowledges the situation, but centers on how to move forward effectively.
Constructively addressing underperformance is a critical skill every manager should seek to master because its use benefits employees, managers, and the organization as a whole. Constructive feedback ensures the employee does not feel attacked or demotivated while providing them with an understanding of where they need to improve and equips them with the tools or guidance to do so.
Addressing underperformance constructively keeps the lines of communication open and managers who can do this effectively are often respected and appreciated for their leadership skills. It also helps them get the best out of their teams. On the organization level, constructively handled underperformance can lead to improved results, boosted morale, and a culture of continuous learning and growth. Moreover, it reduces the risk of high turnover, repeated mistakes, and low team morale.
To effectively apply this approach, consider the following tips. First, choose a private, neutral, and comfortable space to have the conversation, ensuring the employee feels safe and not cornered. Second, avoid vagueness; point out specific instances or present data that identifies the underperformance so that there’s clarity about what needs to be addressed. Next, before diving into feedback, actively listen to understand the employee’s perspective. There may be unknown factors affecting their performance. In addition, work with the employee to identify and discuss ways to provide support through training or resources that can facilitate improvement. Finally, ensure that by the end of the conversation both parties are clear about expected improvements and the timeline for reassessment.
Addressing underperformance is never an easy task. Approaching it with a constructive mindset can transform a potentially negative experience into an opportunity for development. Managers skilled in constructive communication are effective leaders able to motivate and move their teams and the organization towards positive, sustainable outcomes.
Join us next week as we finish our series with Building Fairness and Trust Through Transparency, the final article in our Management Development Series: How to Bring Out the Best in Your Employees.
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Written By,
Patrick Endicott
Patrick is the Executive Director of the Society for Advancement of Management, is driven by a deep commitment to innovation and sustainable business practices. With a rich background spanning over a decade in management, publications, and association leadership, Patrick has achieved notable success in launching and overseeing multiple organizations, earning acclaim for his forward-thinking guidance. Beyond his role in shaping the future of management, Patrick indulges his passion for theme parks and all things Star Wars in his downtime.