How do you coach a low-performing employee without demotivating them?

A low performing employee has checked out because their concerns or needs were not met. If an employees expectations have not been met one needs to figure out what they need or want. They may have unrealistic expectations which will also need to be heard and discussed. Regardless of the reason everyone needs to figure out what the root cause is.

In my experience, an underperformer will often tell me they have too much to do and not enough time to do it all in. This may well be the case. It is still important to unpack it with them. Thus will help to get to any other root causes. For example, I had a staff member who was being such a perfectionist that it led to them just not finishing anything. Another staff member was just lacking in confidence and constantly second guessing themselves, fearful that their work was not good enough. A third example was of someone who really was just lazy.

When discussing their performance, concentrate on specific behaviors or actions rather than making it about their personality or character. This helps keep the conversation objective and less personal. You need to ensure that the employee understands what is expected of them in terms of performance, deadlines, quality of work, etc. Clear expectations help them understand where they need to improve. Remember, every employee is unique, so tailor your approach to their individual needs and preferences. By providing constructive feedback, support, and encouragement, you can help motivate them to reach their full potential.

No one truly wants to be low-performing. So, check-in, not reprimand them. Let them know that you are here for them, to encourage them to step up, to step out. Only when we know we are in the position to better support, help them to transit from low to high performance

Was tun, wenn der/die MitarbeiterIn keine Zielvereinbarung machen will? Ich würde ein MitarbeiterInnen-Coaching empfehlen! Um vor den Zielen den/die MitarbeiterIn beruflich und pers?nlich zu st?rken.

Co-creating SMART goals with employees has proven to be helpful when working to improve employee performance. The employee should feel valued, capable, and responsible for their role and responsibility to help an organization reach its mission. Collaborating with them to realize this potential part of a leader's role.

Im Fokus darf die Intention des Weiterkommens & Weiterentwickelns stehen und nicht die Ermahnung und das st?ndige aufzeigen der Schw?chen. Dürfen gemeinsam die St?rken und das bereits erreichte ins Auge gefasst werden. Es darf herausgearbeitet werden inwieweit das Arbeitsfeld überhaupt zum Mitarbeiter passt. Denn wenn das nicht der Fall ist dann k?nnen gesteckte Ziele gar nicht erreicht werden, weil die Motivation dazu fehlt .

Coaching a low-performing employee involves a thoughtful and empathetic approach. 1. Start with Positive Reinforcement: Begin the conversation on a positive note by acknowledging the employee's strengths and contributions. Express your belief in their potential and the value they bring to the team. 2. Identify Specific Issues and Causes: Address performance issues in a non-confrontational manner. Use specific examples to illustrate concerns. Encourage the employee to share their perspective on challenges they are facing. Listen actively and empathize with their experiences. 3. Collaboratively identify the root causes of the performance issues, considering both external factors and personal challenges and develop an action plan together.

Setting clear and realistic goals is crucial for guiding the improvement journey of a low-performing employee. Goals should be specific, measurable, achievable, relevant, and time-bound (SMART), providing a roadmap for the employee to track their progress and understand expectations. By involving the employee in the goal-setting process, you foster ownership and commitment, increasing the likelihood of success while ensuring goals are aligned with their capabilities and developmental needs.

Providing regular and constructive feedback is key to coaching a low-performing employee without demotivating them. Feedback should be timely, specific, and focused on behaviors rather than personal attributes. Emphasizing strengths alongside areas for improvement fosters a balanced perspective and encourages continuous learning and growth. Additionally, creating an open feedback loop where the employee feels comfortable sharing their thoughts and concerns promotes mutual trust and collaboration.

Entender que está sucediendo en las personas que trabajan en las organizaciones es muy importante. Cuando ya se determina que le sucede, se le debe desarrollar un plan para lograr los objetivos a los que queremos llevar a la persona. Si es un plan profesional, buscar un mentor es muy importante o un Coach de carrera. Si es un tema personal, debemos desde bienestar, buscar una asesoría terapéutica, ojalá externa para que el colaborador se pueda expresar tranquilamente. Siempre se debe ayudar a los colaboradores y desde HR somos los encargados de ayudarlos.

To understand why people are not performing as expected, one needs to understand why the situation is as is. It could be a lack of training, it could be personal problems, or it could be the wrong position/environment for the person. I therefore believe that there is no one fits all solution. We first have to understand why the performance is not where it should be and with this information, we should offer dedicated support to manage the situation.

Begin by asking questions. Chat with them through a lens of inquiry and with a perspective of wanting to discover the root causes of behaviour/outcomes. Often there is much more to a story than we first see. Based upon what is uncovered, appropriate actions can then be implemented.

There are so many reasons someone could be a low performer right now. Firing someone or putting them directly on a PIP can't be a first step. First step is to table the gap for discussion and plan from there thru personal challenges and work challenges to getting back on track - normally involves more communication and intentional interactions. Make sure to tell the person that you want them to be successful. Trust starts there - all activities align to that goal. If the low performance continues, then that is a trend and more formal planning and meetings begin.

Love this advise. I recently took a course that talk about being curious and being a compassionate leader. I believe that leaders can be effective when they take time to understand where someone is coming from instead of just trying to address performance from one angle. Often times low performance is the ‘symptom’ of something else. ??

Build an accountabilty structure in a way that the employee can follow-up with their commitments and share the updates with their leader. Let them manage their plans and start to self-coach. Ask them to evaluate their performance in your one-on-ones and praise them for the insights they get from their mistakes as well as their successes.

Recognizing and rewarding improvement reinforces positive behaviors and motivates the employee to sustain their progress. Celebrating milestones, whether big or small, acknowledges their efforts and cultivates a culture of appreciation and encouragement. Publicly acknowledging achievements can also inspire other team members and foster a sense of camaraderie and collective success.

Addressing persistent issues requires patience, persistence, and a willingness to explore alternative approaches. If initial interventions do not yield the desired results, it's important to reassess the situation, gather additional feedback, and adjust your coaching strategies as needed. This may involve revisiting goals, providing additional support, or exploring underlying issues that may be hindering progress. By demonstrating resilience and adaptability, you show your commitment to the employee's success and foster a culture of continuous improvement.

Here's the "no drama" feedback model I use: State the facts: Mention the specific behavior or situation. State how you feel: Share your emotions, keeping it light or detailed as needed. Describe the impact: Explain the broader implications of their behavior. Ask a gentle question: Encourage dialogue with questions like, "How do you see this?" or "What do you think?" This approach fosters connection, reduces defensiveness, and promotes understanding.

I like to use Think, Feel, Do. Plan the conversation by what you want the person to think as a result of the conversation (I have an opportunity and ideas how to address), how do you want them to feel ( empowered, supported, engaged), and what do you want them to do (change behavior).

Begin by thoughtfully analyzing what you mean by "under-performing". Get specific. Is it a skill they're missing? Is it how they show up at work? The more precise you can be, the better you'll be able to understand what they need to succeed. In addition, get clear on *whether* you want them to succeed. If you see them as "low-performing", is it actually that they aren't a good fit for your team? There is little that feels worse than engineering an exit through a sham "performance improvement plan". I've used radical vulnerability to create a safe space for the employee to share their own goals and ambitions rather than forcing the assumption that everyone wants to continue this work relationship.

I am of the view that building rapport with your coachee helps him to express the scenario openly. This will make it easier for you to figure out the reason of low performance. Do not judge your coachee. Empathise with him and ask what does success look like to him. Prepare a roadmap that takes him to the journey of success. These skills will definitely help your coachee transform.

I would ask them to describe what the company does, how their group contributes to this, and how they personally contribute to the group. I'd also ask about any roadblocks they have in their day. I'd ask them to describe their perfect day. And I'd ask them what sort of service to others or the group makes them feel good.