How can you build a relationship with an underperforming team member?

Identifying the root cause of a team member's underperformance can be achieved through various methods, such as: 1. Performance reviews and feedback: Regularly assessing the team member's performance and providing constructive feedback can help pinpoint specific areas of underperformance. 2. One-on-one discussions: Engaging in open and honest conversations with the team member to understand their challenges, concerns, and any external factors that may be impacting their performance. By using these methods, you can effectively identify the root cause of a team member's underperformance and take appropriate steps to address it.

In my experience, the initial step in fostering a connection with an underperforming team member is to grasp the reasons behind their struggles. Potential factors could be a lack of skills, training, feedback, resources, clarity, or support. Personal challenges like stress or burnout could also be contributing. Engaging in an open and empathetic conversation is crucial. Just be a genuine person and try to understand / help where you can. Especially in sales for many it’s a bumpy road of emotions!

1. Listen to her/his needs and show empathy in identifying the root cause of the problem. 2. Instead of jumping on to the conclusion or finding the solution, analyze the problem. 3. Show that you care for her/him and feel them that their contribution matters the most for the overall team's goals. 4. Remind him or her about the best performance she or he had and instill confidence. 5. Motivate them

Empathy is super important in conversations with your colleagues, especially when you are unable to perform. Listen empathetically, listen carefully, don't judge, always have an encouraging and loving word. Think about it.

In order to cultivate a constructive relationship with a team member who is underperforming, it is first necessary to ascertain the reasons underlying their difficulties. These may stem from a variety of factors, such as a lack of proficiency, resources, or motivation, or alternatively, be associated with personal issues that are impacting their performance. Once the underlying cause has been identified, it is then possible to collaborate with the team member to establish a plan of action to enhance their performance, while simultaneously providing support as required.

One common mistake is trying to fix peoples weaknesses. Typically, people enjoy what they are good at and so it is important you play to peoples strengths. If you are constantly giving people work that is specifically aimed at improving weak areas, they are likely to become frustrated and resentful. Instead focus on giving people work that is tailored to their strengths and help build confidence. As they grow, you can mentor them on other areas that might need development.

While it may be necessary to discuss past performance, do your best to wrap it up and focus on the future. Ask for the colleague to identify future-looking goals and share them publicly -- to you, but more powerfully, to a group of colleagues. Of course, don't single them out. Make everyone do this. Public expression of goals has a tremendous impact on future output.

Providing constructive feedback is a crucial step in building a positive relationship with an underperforming team member. It allows them to understand where they need to improve and provides them with actionable steps to grow and learn. When providing feedback, it's important to be specific about the areas that need improvement and offer suggestions on how to make those improvements. Additionally, it's essential to approach the feedback with a positive and supportive attitude to ensure that the team member feels motivated to make the necessary changes.

Offering coaching and mentoring to underperforming team members is a crucial step towards building a positive and productive working relationship. By providing them with the guidance and support they need to develop their skills, confidence, and career, you can help them reach their full potential and contribute more effectively to the team. This approach not only benefits the individual, but it can also enhance the overall performance and success of the team as a whole.

It's important to remember that building a positive relationship with underperforming team members takes time and effort. One key step in this process is to foster collaboration and trust between them, yourself, and the rest of the team. By creating a supportive and inclusive environment that encourages teamwork and open communication, you can help your team members feel valued and motivated to improve their performance. This can ultimately lead to a more productive and successful team.

This is very useful, but I would like to add that building an environment where the supervisor or manager is not the only support is critical. Make it an expectation of all to support others and make genuine connections laterally. To do this, ensure that you give everyone the freedom to do this. You may need to be more explicit than you think. Managing too "close to the vest" can constrain your staff and make them feel they are not allowed to help another struggling team member. This is critical because the more angles one hears feedback from, particularly if it is similar, the better the outcome, in my experience.

My personal struggle is getting the right approach for each case people don’t want to be patronized. Treating them as if they are powerless and inapt will come across and condescending and offensive. ? Oh Susan, I saw last quarter’s report, oh sweety! It was a tough period, clients were simply not buying, I know I know. I do something that can really work, have you every tried following up every two days? Game changer!! Show them the due respect and be relatable: ? Hi John, how does your funnel look like for Q1? A while back I was having issues with contracts not getting signed and that blocked my entire bonus. If you want to work together this week - two heads think better than one. Create a safe space for dialogue and collaboration.

Start having a cup of tea together with him post office hours and listening to team members'challenges to provide coaching.

As for me, to spend casual time with your team is crucial. Because for me, at the end of the day, we are all social beings, we need others to pay attention to us, to listen and understand, to share memories and etc. Not only that, we can foster open communication, the time spent together outside office work is also kind of commitment from both ends, that the relationship is mutual and need to be maintained. I usually spend time with my team by going to karaoke place, football games, working in cafe, even inviting some of them to my place for a playstation night. All things matter, just make sure we do it sincerely, we need it as much as they need it.

Beyond a performance review and constructive feedback, having a personal relationship built is going to go a long way with conversations pertaining to underpeforming. If that foundation isn't solidified, it's time to get there. That employee knowing you are invested in them both professionally as well as personal can add an immense amount of motivation to succeed. They are also more likely to be transparent in their struggles with someone they feel more comfortable with. Then the door is wide open for collaboration and empowerment.

Building a relationship with an underperforming team member starts with empathy and understanding. It's crucial to approach the situation with an open mindset, recognizing that everyone faces challenges at times.

Make sure your hiring and onboarding process is fit for purpose. If you have team members that are underperforming because of skills gaps, then it suggest your job description might need updating or your interview process improving.

First we need to understand the reason behind underperformance. Is it because of skill issue or will issue. Accordingly you will handle the situation and if you are following the right path you can build good relationship with that person. 1. One should not start the conversation by providing solution. First listen to the person, what he/she thinks about the current situation and what he is doing to overcome it. Most of the time you will realize that the person is not at all aware about the current situation. 2. Post listening to him, try to understand what he/she thinks the gaps are and where he needs help. 3. Don't jump on the conclusion or solution is the mantra to build a good relationship.

Check your communication style and their communication style. Ask them how they learn AND make sure you are sharing all information. It has been my experience, especially in cases where a role has evolved over the years that there hasn't been an update and a conversation about what is needed moving forward. Make sure that evolution is still a good fit, there needs to be an open communication path from a "these are the gaps we need filled" to a "are you willing to adjust the role and ok with filling these gaps", and "you took on this role A but now it is becoming role B, are you ok with that" "Lets evaluate your feelings on role B in 90 days".