When a team member is underperforming and making excuses, it is important to first understand the root cause. This reminds me of a story: Once a teacher asked a student, “If I give you two mangoes, how many will you have?” The student kept answering "Three". After much frustration, the teacher discovered that the student had an extra mango hidden in his bag. The point of this story is, There may be unseen factors affecting someone's performance (there maybe some hidden mangoes). So being calm and discussing their challenges will help to uncover the "hidden mangoes", and provide support. By understanding the issue, one can help them take ownership, be accountable and improve.

Ah, the classic excuse train! When a team member starts making excuses for poor performance, it's time for a reality check—but with empathy. First, I’d have a private chat with them, making sure to dig into the root cause. Sometimes it’s more about external factors or lack of clarity rather than laziness. Then, I’d set clear, measurable goals moving forward. No vague expectations, just clear targets and timelines. As a leader, accountability is key, but so is offering support. If they continue to struggle, it’s about helping them take ownership, not just pointing fingers. The goal is growth, not blame! :)

Start with empathy: I'd have an open conversation to understand their challenges, showing that I value their perspective before jumping into solutions. Shift focus to solutions: After understanding their side, I’d encourage a discussion around how they can improve, focusing on their potential rather than the problem. Set clear, achievable goals: Together, we’d define specific, measurable goals with a realistic timeline, ensuring both sides are aligned. Offer support, not micromanagement: I’d remind them they have my full support and offer resources to help, but reinforce that accountability ultimately rests with them.

Para abordar la rendición de cuentas ante un bajo rendimiento, es fundamental ser directo y empático. Programa una reunión individual donde puedas conversar sobre el desempe?o, enfocándote en hechos y resultados en lugar de suposiciones o emociones. Escucha las excusas, pero redirige la conversación hacia soluciones y metas claras. Establece expectativas específicas y medibles, junto con plazos razonables, y acuerda un plan de mejora. Ofrece apoyo adicional si es necesario, como formación o recursos. Finalmente, realiza un seguimiento periódico para asegurarte de que se están cumpliendo los objetivos y, si no, toma medidas correctivas para garantizar la responsabilidad del miembro del equipo.

To address accountability when team members give excuses for poor performance, I would first ensure that expectations and goals are clear, then identify any underlying issues, such as skill gaps or resource needs, that might be contributing to the problem. I would offer support, like training if necessary, while documenting ongoing performance issues and clearly outlining the consequences of continued underperformance. Regular follow-ups would be key to monitoring progress, and fostering a culture of accountability would help prevent excuses from becoming a pattern.