The Real Cost of Tolerating Underperformance

Most leaders know when someone isn't performing. The honest conversation they often struggle to have is why they're tolerating it.

Sometimes it's because the person has been around for a long time. Sometimes it's because they're well-liked. Sometimes it's because the leader doesn't yet have a clear picture of what good looks like. And sometimes it's because the feedback hasn't been clear or consistent enough for the person to have a genuine opportunity to improve.

In my experience, the person not performing is rarely the biggest problem. The bigger problem is what their continued presence signals to everyone else. High-performing teams notice. And they draw conclusions.

Addressing underperformance isn't unkind. Done well, it's one of the most important things a leader can do — for the team, for the business, and often for the individual.