The Problem with Underperformance

When we talk about underperformance, most people immediately think of the obvious: missed targets and declining financial results. But what I find particularly interesting is how, when this happens, companies tend to scrutinize their entry-level employees, their customer service or sales teams, while rarely turning the lens on their leadership.

In all the performance plans I’ve supported throughout my HR career, I can count on one hand how many were focused on leaders and their ability to lead. More often than not, it’s more convenient to believe that the sales team is underperforming or that the Contact Centre isn’t delivering. Admitting a failure in the leadership team means accountability must travel further up the hierarchy, and that’s uncomfortable.

The flip side is this: when there’s finally a realisation that leadership might be the issue, it’s often too late, too hard, or deemed not worth the fallout. So, a scapegoat is selected and exited. We feel like we’ve addressed the problem, and then we return to our unproductive ways, oblivious to the fact that poor leadership accountability breeds poor performance.

So, what do I mean by that?

Poor leadership often manifests in one of two ways: poor management or a lack of leadership altogether.

• Poor management shows up as micromanagement, lack of trust, and heavy-handed performance oversight.
• Poor leadership is marked by a lack of transparency, accountability, and authenticity.

Poor management leads to heavy-handed conversations, focused on what’s not happening, rather than why. Poor leadership leads to no conversation at all; performance issues are either avoided or brushed over.

Both approaches breed resentment. Neither addresses the root causes. And over time, both erode morale and create team dissatisfaction.

So, what do you do when you realise there may be an issue with your leadership team?

Surprisingly, it’s easier than most people think. The hardest part is acknowledging where you are. Then comes taking accountability and conducting the audit we all need when it comes to performance.

Ask yourself:

• What is the reality of the situation?
• What’s the gap?
• Is this a will issue (they know what to do but choose not to), or a skill issue (they lack a fundamental skill, experience, or knowledge)?

Once you understand the barrier, you can build a development plan. And yes, even a will gap needs coaching. We must role model expectations, give regular feedback, and address concerns quickly and effectively.

Projecting performance issues onto your frontline won’t create the long-term shift you need. Focusing on your leadership will.