Almost every leader has been in the uncomfortable position of managing someone who thinks their performance is terrific when it’s actually just adequate, or worse. In fact, in my 30 years of consulting, it’s been one of the more frequent — and draining — performance problems I’ve observed.
Managing an Underperformer Who Thinks They’re Doing Great
Five ways to close the gap — without crushing their spirit.
December 02, 2020
Illustration by Maria Hergueta
Summary.
An underperformer on your team may not realize they have an inflated view of their own less-than-stellar performance. Clearer feedback or stronger supervision may help them thrive, but it’s also possible that they’re not able to recognize that they’re struggling. In any case, managers who fail to address these unaware underperformers risk losing what could be valuable team members or worse, demotivating the rest of their team. Determining the cause of their lack of awareness will either help you figure out what support they need in order to improve, or it will confirm your assessment that they just might not be able to satisfy the requirements of the job.
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New!
HBR Learning
HBR Learning
Performance Appraisal Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Performance Appraisal. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
Take the pain out of employee reviews.