Underperformance Usually Isn’t the Problem—It’s the Symptom
“We need you to come fix our people.”
I hear that all the time from business owners. And every time, I gently ask:
“Okay, but what’s broken?”
Because more often than not, what looks like a “people problem” on the surface is really something deeper:
Unclear expectations
Inconsistent accountability
Poor communication
Leaders not spending enough time with their team
And here’s the thing no one likes to say out loud: Underperformance isn’t always about the person.
It’s about what hasn’t been said, clarified, or supported.
So instead of assuming your employee is the problem, let’s get curious. And if you’re the employee who knows you’re missing the mark, let’s make sure your leaders know you want to get it right.
If You’re the Leader: Coach First, Don’t Assume
Here are some human, open-ended questions you can ask in a 1:1 to uncover what’s really going on with someone who seems to be underperforming.
Use these to create a safe, honest, and productive conversation—without blame, shame, or guessing.
If the issue might be unclear expectations:
“Can you walk me through how you’re prioritizing your week right now?”
“Do you feel like you have a clear picture of what success looks like in your role?”
“What part of your responsibilities feels the most unclear or ambiguous?”
“What would be helpful for you to feel more confident in what’s expected?”
If the issue might be inconsistent accountability:
“Have you noticed any disconnects between what we say we value and what we actually reinforce?”
“Are there moments where you’re unsure if something’s a ‘must-do’ or just a suggestion?”
“Do you feel like expectations are held equally across the team?”
“What kind of follow-up or feedback helps you stay on track best?”
If the issue might be poor communication:
“When do you feel most informed about what’s going on in the business?”
“Are there times where you’ve felt caught off guard or left out of the loop?”
“How do you prefer to receive feedback—on the spot, written, scheduled check-ins?”
“Is there anything I’ve said (or haven’t said) that left you feeling unsure?”
If the issue might be lack of leadership presence:
“Do you feel like you’ve had enough access to me lately?”
“When we talk, do you feel like we focus more on tasks or your growth?”
“Are there things you’ve wanted to bring up but didn’t know when or how?”
“What kind of support or visibility from me would help you feel more connected?”
If You’re the Employee: Advocate With Confidence
Now, let’s flip the script.
If you’re someone who knows you’re not performing at your best, but you feel like you haven’t been given the tools, direction, or clarity to succeed, this is your invitation to start the conversation.
You don’t have to wait to be called out. You can show your care and initiative by leaning in.
Here are some coaching-style questions you can bring into your next check-in:
“I want to make sure I’m aligned with what success looks like in this role. Can we revisit that together?”
“What are the top priorities I should be focused on this month to add the most value?”
“Are there expectations I might be missing or interpreting differently than intended?”
“How am I doing in terms of meeting your expectations? I’d love your honest feedback
“What would you like to see more of from me? Less of?”
“Can I share where I’m feeling stuck—and get your input on how to move forward?”
No Room for Guessing Means No Room for Resentment
The longer we go without asking the right questions, the more room there is for assumption. And assumptions, on either side, almost always lead to tension, misunderstanding, and misalignment.
Whether you’re the leader or the employee, your job is to stay curious.
Get in the room. Talk it out. Be honest. Be human.
And remember… performance problems are rarely about ability. They’re about clarity, connection, and communication.
Want help facilitating these conversations in your team? That’s where we come in.
Let’s stop guessing and start growing—together.
👉 Book a leadership consult with Dawn