How to Handle an Underperformer (Without Losing Your Mind)
You hired someone who seemed promising. They were friendly. Polite. Said all the right things. But now, weeks or months in, you’re wondering:
Are they going to get it together... or do I need to let them go?
You’re not alone. Whether you’re leading residential, vocational, or community-based services, almost every human services leader hits this moment.
Let’s dig into what’s really going on—and what you can do that actually works.
Underperformance Is Usually Not Just a "Them" Problem
Before you assume someone is lazy or careless, take a quick look around.
Chronic underperformance isn’t usually about bad character—it’s about the conditions around the job.
Behavior science teaches us:
People repeat behaviors that are reinforced—and avoid behaviors that aren’t.
That means if someone is consistently:
Skipping steps
Missing deadlines
Or doing the bare minimum
…it’s probably because:
They’re not being reinforced (rewarded) for doing it right
And they’re not experiencing any consequence for doing it wrong
In other words, they’re doing what the environment taught them to do.
And the good news? That means you can change it.
Set the Standard—and Back It Up
Here’s where most leaders go wrong: They give feedback like:
“You need to take more initiative.” OR “You’ve got to care more about the details.”
The intentions are great. But those aren’t behaviors. They’re vibes. Instead, shift to specific, observable expectations—like:
“Submit progress notes by 3 pm every Friday.”
“Call parents within 24 hours of any incident.”
“Arrive at the group home 10 minutes before shift.”
And then you pair that clarity with something even more powerful: a clear outcome tied to whether or not the behavior happens.
Try something like:
“I need you to [specific behavior] by [specific time]. If that doesn’t happen, we’ll start a formal corrective action plan. If it does happen consistently, we can talk about adding more responsibility or additional hours.”
This does two things:
It shows them exactly what success looks like.
It makes the consequences for falling short real.
No vague threats. No waiting until your patience runs out. Just clarity.
And importantly: listen after you say it. You’re not just laying down the law—you’re checking for insight, support needs, and buy-in. (If you want more input on how to have this conversation, check out this recent blog post, The 3-Sentence Script That Makes Tough Conversations Less Awkward.)
The Two Outcomes You’re Looking For
Once the structure is in place, one of two things will happen:
1. They rise to the occasion.
They finally have the right target—and a reason to hit it.
When this happens, reinforce the progress quickly.
Thank them. Acknowledge the improvement.
Then keep the momentum going with small, consistent nudges.
This is how you transform a slow start into a strong contributor.
2. They don’t.
And now you know.
You’ve done your part. You’ve set clear expectations.
And instead of a six-month guessing game, you have data: they weren’t willing or able to step up.
At this point, lingering only drains your energy—and signals to your team that mediocrity is tolerated.
Move on quickly. The right people will always respond to clear goals and fair feedback.
The Bottom Line
If someone on your team is floundering, take a look at the system around them.
Don’t immediately default to coaching harder or hoping they “get it” next week.
First, change the environment. Create clarity. Make both the upside and the consequence real.
Then watch what happens.
You might be surprised.
Want four simple habits your supervisors can start using today to reduce turnover and raise the bar?
Download the Turnover Fix Playbook – it’s free, it’s fast, and it’ll help you cut through the drama with real, repeatable practices.
