How to Deal with a Low-Performing Direct Report: From Tough Talks to Transformations

You know that feeling. The one where your team is pushing full throttle, but there’s a weak link slowing down the entire machine. It’s not just frustrating—it’s detrimental to everyone involved. You start wondering, “Do I address this head-on, or just hope they improve on their own?” Let me save you the suspense—hoping is not a strategy. If you let a low-performing direct report linger in the shadows, it won’t just fix itself. It’ll get worse. Fast.

So how do you handle this without coming off as the “bad boss”? And more importantly, how do you flip the script for both your employee and your team? Buckle up, because it’s time for a mix of tough love, empathy, and strategy.

Step 1: Don’t Assume. Diagnose.

Before you sharpen your management sword and charge in, pause. What if the problem isn’t what it seems? Don’t jump to conclusions based on what you see on the surface. Sure, they’re underperforming. But why? Are they burned out? Lacking direction? Struggling with personal issues?

Start with a candid conversation—no judgment, just curiosity. Ask open-ended questions and really listen. The problem might be something you can address in ways you hadn’t even considered. Maybe it’s something outside their control, or maybe they don’t fully grasp the expectations. This is where you dig for clarity. The goal isn’t to reprimand; it’s to understand.

Step 2: Set Targets, Not Vague Hope

Once you’ve identified the problem, you need to set real, tangible goals. No more “try harder” or “be better.” Those phrases are as useless as they are vague. You need to be specific—laser focused.

Are they missing deadlines? Make the target crystal clear: deliverables 48 hours early for the next month. Is communication an issue? Set concrete expectations around response times, tone, and clarity. And here’s the kicker: write it all down. This isn’t just about holding them accountable; it’s about making sure there’s no room for misinterpretation on either side.

And don't forget to explain the “why” behind these goals. People are more motivated when they see how their performance ties into the bigger picture. Connect their improvement to team success, business impact, or even their personal career development. When they know their role in the larger ecosystem, that clarity alone can be a motivator.

Step 3: Support Isn’t Optional

Setting goals is great, but goals without support are like telling someone to drive cross-country without a map. You’ve got to equip them with the right tools, guidance, and mentorship. Ask yourself: what resources are they missing? Do they need training, more frequent feedback, or maybe even a mentor?

And ask them directly—What do you need from me to succeed? Sometimes, the answer is much simpler than you’d think.

Don’t underestimate the power of mentorship. Pair them with someone on the team who excels where they struggle. A peer can often provide insight and support without the weight of managerial oversight. It’s like setting up an internal support system that can give them the push they need—without the pressure.

Step 4: Feedback Is a Loop, Not a One-Time Thing

Don’t make the mistake of waiting until their next review to follow up. That’s a trap. You need to set up regular, informal check-ins—quick conversations to assess progress, tweak strategies, and offer real-time feedback. No one improves in a vacuum.

If they’re making progress, celebrate those wins, even the small ones. Acknowledge their effort because improvement isn’t always linear, and recognizing growth—no matter how incremental—goes a long way in boosting morale. If things aren’t improving, that’s your cue to dig deeper and adjust the plan.

Maybe the goals were too ambitious. Maybe they’re still struggling with something they’re not comfortable discussing. The idea is to stay adaptable, to course-correct before things spiral further.

Step 5: Know When to Let Go

Here’s the tough part. Sometimes, despite your best efforts and all the resources in the world, the improvement just isn’t there. It’s gut-wrenching, but it happens. At some point, you have to make the hard call. Is this role really the best fit for them? Can they succeed here, or are they better off elsewhere?

When it’s time for that conversation, approach it with respect, empathy, and transparency. This isn’t about punishing someone for failing. It’s about recognizing that not every role is for everyone—and that’s okay. Your responsibility as a leader is to the team, the business, and ultimately, the individual. If letting them go is what’s best for all parties involved, then it’s a necessary step.

Conclusion: Turn Tough Situations into Growth Opportunities

Dealing with a low-performing direct report is one of the hardest aspects of leadership, but it’s also one of the most rewarding when handled correctly. It’s an opportunity for growth—for both the employee and you as a leader. When you approach the situation with empathy, transparency, and a clear plan for improvement, you’re setting the stage for positive change.

Sometimes, that change means watching someone flourish. Sometimes, it means parting ways. But when you lead with the intention to genuinely help, rather than criticize or control, you’ll find that even the most challenging situations can lead to meaningful outcomes.

So, how have you handled a low-performing direct report? What strategies worked for you? Let’s continue the conversation—like, comment, and share your thoughts!

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