How many times is too many?

A common theme among managers is that there is a staff person who is not meeting expectations. This one person often takes up more real estate in the manager's head than any other employee. 

The manager tells me that they’ve had discussions with them about how they aren’t meeting expectations. Not specific conversations, just vague discussions. 

Despite how many times they meet, the employee continues on the same trajectory of under-performance. 

When I push them on the idea of direct feedback, I’m always given a litany of reasons on why the giving direct feedback will be risky. 

“I’m afraid they will become even less motivated.” 

“I’m worried their reaction will impact others on the team negatively.” 

“What if it is my fault they aren’t performing? Maybe I could manage them better.” 

I’m here to tell you that if you are providing them with the appropriate tools and resources to do the job, and you are empowering them while holding them accountable, their success is on them. 

If the rest of your team is doing well within the culture and framework of your management, then this person needs to be the one working harder for their success, not you. 

Now is the time to stop the hinting, cajoling, and lowering of your expectations while you create workarounds for them to be successful. 

It is time to stop being fearful about what their discomfort with feedback means about you as a manager. 

It is time to be direct while being empathetic. 

And to require that they, not you, hold themselves accountable for their success. 

Your enjoyment of managing people will only be as strong as your willingness to take appropriate action of those who consistently fail to meet expectations.