08 Jul Poor Performance: Mindsets, Structures, and Skills
Our Café Conversation on 23 July tackles a classic but tricky topic: dealing with poor performance. In this blog, we begin the conversation by asking a simple question: What gets in the way of performance conversations between managers and their team members?
To keep things focused, we simplify the relationship: one manager, one subordinate. And yet, even with just two people, the challenge remains – and many managers never get truly comfortable having these conversations.
We all want well-performing schools, hospitals, municipalities, grocery stores, manufacturers, and services. And most people want to believe they are performing “well enough.” Psychology supports this: a sense of competence brings security and self-worth. So if both sides value performance, why do so many of us avoid performance conversations?
We propose three categories of barriers that make performance conversations difficult: Mindset, Structure, and Skillset. Let’s explore them from both manager and subordinate perspectives.
Mindset Barriers
When subordinates feel anxious or ashamed about their performance, they may stay quiet. Managers may interpret this silence as laziness or disengagement. A belief like “I’m just not good at this” might get a pep talk or mild criticism – when what’s really needed is support and development.
From the manager’s side, conflict-avoidant tendencies create ambiguity, confusion, and resentment. Even well-meaning managers can delay hard conversations until it’s too late.
Structural Barriers
Sometimes poor performance stems from unclear expectations or changing responsibilities. Managers may assume they’ve communicated clearly when they haven’t. A lack of real-time feedback leaves subordinates guessing until review season – when problems have already compounded.
If a manager doesn’t trust organisational processes, or sees inconsistent consequences for poor performance, they may avoid taking action. Subordinates see this too, especially when preferential treatment is perceived.
Skillset Barriers
A manager who can’t distinguish between an ability gap and a motivation issue may blame the wrong problem. A subordinate who needs specific help might receive generic training instead. And both sides often lack the skills to navigate tough conversations – leaving confusion, defensiveness, and poor results.
Many first-time managers understand the systems but don’t know how to start a real performance conversation. And yes, even experienced leaders sometimes delegate the difficult parts.
So What’s the Solution?
A performance-friendly culture helps. When conversations are regular, focused on improvement, and approached with mutual respect, performance management becomes a source of strength – not anxiety.
Join us on 23 July for our free, online Conversation Café on “Dealing with Poor Performance.” Whether you’re a first-time manager, an HR professional, or a senior executive who’s still avoiding hard conversations, we’d love your voice in the room.
Register here, and let’s figure this out – together.
Written by: Craig Yeatman