You're in a partnership with an underperforming party. How can you ensure success despite the imbalance?

Assign a trained project manager w/ full authority & reporting responsibility to the senior manager. Create a task group. Schedule weekly meetings in person whenever possible. COVID has contributed to its share of disruption in the workplace, adding to the general underperformance problem and bad office habits. Create a process of accountability that each member formally agrees to and is responsible for. Each person reports on the status of their performance/outcome weekly to the group based on tasks they agreed to. Project tasks are aggregated into one master schedule. This schedule, by person/role, is reviewed by the group weekly. The Project Manager is 100% responsible for managing all processes and reporting to the GM, MD, etc.

Clearly define the KPIs that are falling short. This allows you to measure progress and determine if the issue is due to skill gaps, motivational problems, or resource constraints.

I personally found that facing underperformance head-on means taking a good, hard look at why things aren’t clicking. If you don't get to the root cause—whether it's skill gaps, motivation, or resource issues—you're just putting a Band-Aid on the problem. The key is to have an honest conversation, not to point fingers, but to dig into what’s really going on and find a way to fix it together.

When facing a partnership with an underperforming party, begin by addressing the issue openly but tactfully. Initiate a conversation to discuss performance concerns and encourage them to share their challenges, fostering understanding. Next, establish clear goals and expectations collaboratively, outlining specific tasks and deadlines. Regular check-ins can help maintain alignment and motivation. Offer support by sharing resources or strategies to enhance their contributions. If performance does not improve, consider reevaluating the partnership structure, possibly redefining roles or seeking alternatives. Open communication and a focus on shared goals are key to navigating imbalances effectively.

Ser honesto a veces es muy exigente para si mismo. Requiere amansar nuestro ego, admitir las críticas de los demás, llamar a las cosas por su nombre sin pa?os calientes y sin caer en derrotismo (en el victimismo). No deberías buscar culpables sino pensar en cómo solucionarlo porque eso hará una mejor organización. El error en si mismo no es malo siempre y cuando se enmarque en una cultura del aprendizaje. Y recuerda que en ocasiones basta con cortar una ramita al bonsai y otras, hay que cortar de raíz las malas hierbas. Calibra la decisión que hayas de tomar

Ppl tend to forget that setting goals isn’t just about slapping down targets; it’s about clarity. I’ve seen that when you break down objectives into bite-sized tasks, it makes the whole thing less overwhelming and more actionable. It’s about creating a clear path that both of you can walk together, not just throwing deadlines around and hoping for the best.

Be prepared to reassess and modify objectives based on progress and feedback. Flexibility in goal-setting allows you to adapt to changing circumstances and maintain realistic expectations.

Okay guys, hot take—offering support isn’t just about holding someone’s hand; it’s about striking the right balance between guidance and autonomy. From my experience, it’s more effective to provide the tools and mentorship they need while allowing them the space to grow. Don’t smother them, but make sure they know you’re there to back them up when needed.

Collaborate with your partner to design a personalized development plan that outlines specific areas for growth, timelines, and resources needed.

Al ofrecer apoyo has de ser observador: - no la aceptan por vergüenza al qué dirán, a sentirse inferior, por orgullo ? - la aceptan por pereza, comodidad, por sistema ? - no la aceptan por superarse, por compromiso, por perseverante... ? - la aceptan por humildad, por valorar la eficiencia, por querer aprender ? Y está observación ha de ser sutil, leyendo entre lineas, prestando atención a su lenguaje no verbal. Y tú, ?cómo ofreces ese apoyo? Con la "boca peque?a", con un tono bronco, te despreocupas o todo lo contrario, sincero, de corazón. Recuerda que como Líder, el clima de confianza no se dice, se crea.

When you do regular check-ins, you will notice how they keep everything on track without letting issues fester. These aren’t just about ticking boxes; they’re a chance to celebrate wins, tweak plans, and keep the momentum going. But here’s the twist—keep it positive and forward-looking to keep morale high.

With underperformance, I found it's best to stay flexible. If something isn’t working, don’t be afraid to switch gears. The creator economy thrives on adaptability, so pivoting when needed isn’t a sign of failure; it’s a sign of growth. What worked yesterday might not work today, so always be ready to try new approaches and shake things up.

From my experience, consistent, open communication is the glue that holds any partnership together. Don’t just talk when things go south—make it a habit. This builds trust and makes it easier to tackle problems before they become full-blown issues. The more transparent you are, the more resilient your partnership will be.

I believe this to be the key component in handling an imbalance issue; in fact, I find that most challenges are solved with adequate and direct communication. Lay your concerns and evidence of such on the table in a respectful and clear manner, and based on the other party’s response, determine next steps forward. What the potential solutions are will be modified based on a slew of factors, such as percentages of ownership, the original agreement, expectations, financial contributions, experience, goals, etc.

?Te han ense?ado cómo comunicarte en el colegio, instituto o universidad? Me temo que no (lo suficiente). La buena noticia es que se aprende. El hacerlo depende exclusivamente de tu compromiso por mejorar. La exposición a los demás y hacerlo por sistema, te ayudará a descubrir las claves del buen comunicador, a ser un experto en oratoria y como no, mejorará tu liderazgo. De todas los tips que podría indicar, me quedo con este: quien controla la conversación es quien escucha no quien habla. Así que habla menos y pregunta más para hacer crecer a tu gente. Las personas huyen de la soberbia, de los sabelotodo. Las personas quieren sentirse útiles, que evolucionan, que se motivan así que, repito: habla menos y escucha más.