How do you manage low performers?

I've always been careful with feedback. Since the early days of my career, feedback seemed to lower performance instead of improve it. What I'm most happy about is that Marcus Buckingham, father of the strengths movement, has shared much research showing that feedback often is received as unwelcome criticism. I've been the odd one throughout my career that did something different than feedback and now I don't have to hide my leadership style anymore. 

What people want and need is attention. So, yes, I give low performers attention just as I do the others on the team. I do weekly check-ins and with those I look for the person's strengths. What energizes them and what are they ridiculously good at? I coach low performers in a positive way and when necessary I provide direct instruction. But, that direct instruction comes only after I've coached them and pulled out what was left inside. I learned that from reading Marcus' work and mention that here because the art of pulling out what was left inside isn't my idea. If it's truly a talent gap, together the teammate and I can define a path forward. That path forward might include a decision to move to something new, something better focused on the person's strengths. If it's a mindset difference, I coach the person toward shifting the mindset or explain that the mindset difference is causing the whole team to perform lower than they could be. That's not ok and we need to make a change.  

Beyond this, for everyone on the team including the low performer, I consistently do the following.

1. care

2. respond

3. create a culture of saftey and trust

4. celebrate what is working

5. align the work according to each person's strengths