Underperformer Conversation Script

The same missed result can come from different problems

A difficult conversation becomes more useful when both people can see the work being discussed. Enter the observed gap and the expectation previously communicated. Keep opportunity, readiness and unresolved context nearby. Missing a result may involve a skill gap, an unclear assignment or a constraint that has not yet been addressed; the conversation should investigate before settling on an explanation.

Describe prior support as what actually happened. An intended coaching session is different from one the rep received. That distinction matters when choosing the next action and prevents the draft from implying the organization has already provided support that remains pending.

Locate the gap before choosing the intervention

A rep may have too few comparable opportunities, may not understand part of the work or may not be completing an agreed action despite having the necessary support. Those situations require different conversations. Begin with the observed result and one work example, then ask the rep to explain what happened. Do not use the label underperformer as the explanation itself.

In an illustrative case, incomplete estimate notes could reflect uncertainty about where to record the next question. A demonstration and observed practice might help. If the record is understood but the action is repeatedly omitted, the manager has a different issue to address through the company’s authorized process.

Review the promise on both sides of the table

If the rep agreed to improve estimate notes and the manager agreed to demonstrate the required entry, establish whether that demonstration occurred. If it did, inspect a new note together and identify the remaining gap. If it did not, acknowledge the missing support and arrange the next practical step. The same outcome should not produce the same conclusion under different support conditions.

The skill-gap practice guide shows how to turn an observed problem into a focused attempt and a changed retry. Use that approach when the evidence points to a teachable behavior. When it points to missing opportunities or an unclear process, involve the responsible owner instead of assigning practice that cannot resolve the actual constraint.

Make the next review capable of answering something

Agree on an action, the support needed and the evidence to examine at the review point. “Show improvement” does not tell either person what to bring back. A sample of the relevant records can show whether the specific gap changed. Also record whether promised support occurred. Keep formal employment decisions with the organization’s qualified review; the conversation draft should help establish a fairer, clearer account of the work rather than invent consequences.