How do you manage underperforming delegates?

I believe setting clear expectations of what good looks like is an important step. Sometimes this may not be that clear. At this point it is also good to reinforce why it needs to be done in a certain way. Also, we are working with adults, that don't like to be told what to do, so I like my managers to come up with acceptable solutions they can commit to. I also like very clear measurements of success. This sets the right expectation and should be in the manager control. Finally setting clear next steps. There should be an understanding that something will need to change and set clearly what will happen if the objectives are not met. Hopefully it won't come to that but a clear defenition of consequences should be set for the challenge.

underperformance can have multiple reason’s first is to identify the root cause Second is to understand person concern ( since no one wants to be under-performer ) Third and foremost is to listen his concern because many times they do not feel like sharing !! Last but not the least address his concern with open mind and try to give him agreeable solution !

One of the most difficult part is to identify the problem itself. Underperforming delegates usually fail to ignore the prospect of self evaluation. As most of them fail to self evaluate, it is unclear for themselves to identify Grey areas where they would require support to meet the Performance standards of the designated role. It's really important for a manager to have an open and transparent dialogue with the delegates to understand the problem.

The response to poor performance should be adjusted based on the exact circumstances faced. If someone has always been a good performer and is suddenly erratic or performing at a much lower standard, go out of the office setting, have a coffee and talk. Chances are high they are facing some form of personal problem. It allows you to understand what is going on, maybe you can assist in some way to get them back on track. If the person has consistently poor performance you need to have a formal discussion, ask if the role suits them, make them aware that things are not good enough and why. Ask them to shadow a top performer for a week, so they can learn from the best. Set clear targets for what is expected going forward.

Why are you using delegate? Definition: person sent or authorized to represent others, in particular an elected representative sent to a conference. If they've messed up a conference, there's not really a chance for a do over. Unless however you're talking about colleagues, or employees.

It is very possible that poor performance is linked to poor leadership communication - that someone just isn't aware of what is expected of them or how to achieve it. When someone joins a team they must be made aware, in a nice and clear way, what is expected of them and what are the best practices for achieving that. Otherwise you have no basis to reprimand for poor performance. Because it is not clear what is "good performance" what is "poor performance".

Communication is key when approaching these types of situations. Moreover, respect within the workplace becomes of the utmost importance when speaking with underperforming employees. There are many causes for underperformance or poor performance, which must be delicately understood prior to there being any action taken.

After training hundreds of leaders in how to hold others accountable, I've seen the number one fix for most situations is to make sure your expectations are clear. 90% of the time when someone is not meeting a standard, it's because the leader and the employee had different ideas in mind of what executing the standard looks like. By using SMART goals and being as specific as possible, you can resolve most accountability issues.

A plan of action should always be driven by the context of a performance issue. If a good performer is suddenly erratic or their performance has dropped - Talk informally, listen, give support - they clearly already know what they have to do and how. Gently make them aware that they need to re-find the path. If someone is new and performing below standards, they may be unclear on expectations or how to work right. Assign them to shadow a star employee for a week, to learn from the best. If someone is just consistently performing badly, after you have done everything to help them meet expectations >>> set them factual SMART goals and targets, make them aware; "Up the game now, hit these SMART targets or go find a more suitable role".

The whole essence of a Good Leader is that every day they empower, motivate, guide, nurture & energise their team. A team member who feels they have no voice, who feels they are insignificant, who feels unappreciated, who lacks energy, who lacks motivation, who lacks commitment --- is Never Going To Be A Strong Performer. If an entire team is full of Poor Performers, top management must focus on the team leader as clearly Bad Leadership is the Cause. Empowering and Motivating team members is critical to team success and individual performance.

Empowering Underperforming Delegates Through Mentorship When you encounter underperforming delegates, consider mentorship as a powerful approach. Start by having an open and empathetic conversation to understand the root causes of their poor performance. Then, offer to mentor them personally or pair them with a senior colleague who can provide guidance. This approach shows your commitment to their growth and development. It’s a win-win, as it not only improves their skills but also strengthens your team’s capabilities, fostering a culture of continuous improvement.

Setting Clear Expectations and Providing Constructive Feedback One of the key actions in managing underperforming delegates is setting clear expectations. Ensure your delegates understand their roles and responsibilities thoroughly. If issues arise, provide constructive feedback promptly. Use the “sandwich” method: begin with positive feedback, address areas needing improvement, and end with encouragement. This approach maintains their motivation and confidence. By establishing a culture of transparency and continuous communication, you’ll empower your delegates to overcome challenges and thrive in their roles.

Perhaps the title should be “Mentoring the Underperforming Delegate.” This reads very much like the standard mentoring process.