Underperformance can signal that something deeper is going on. I suggest meeting them where they are—asking questions like, “What’s been challenging for you lately?” by doing this, you open up a conversation rather than criticizing them. Once you understand the root cause, you can now co-create a plan with clear milestones. Moving forward, you can give them room to execute while offering support as needed. Your role is to balance guidance with trust, but letting them take ownership of their own growth.

Firstly it is true that underperformance of a team member lead to underperformance of the team. So it is necessary to help the teammate to overcome this. There should be keen observation of his tasks and should be able to find the root cause of the problem. So after finding the root cause look into the solution. And helping the candidate in order to learn and overcome the problem leads to achieving of the desired results

1. Entender las razones personales y profesionales que puedan estar afectando su desempeño. 2. Definir si hay algo en lo que el resto del equipo, líder o la compañía pueden apoyar para solucionar. Muchas veces lo que único que se necesita es comprensión y sentirse respaldado. 3. Elaboren un plan de acción para resolver la baja en el rendimiento. Las mismas acciones nos llevarán a los mismos resultados por lo que es importante determinar los nuevos hábitos, procesos, actitudes hay que implementar. 4. Pregunta qué necesita de ti como su líder. Probablemente necesite una intervención con otro departamento o requiere algún ajuste a los procesos, etc. 5. Redacten acuerdos por escrito. 6. Agenda una sesión de seguimiento.

If a team member is underperforming, start by having an open and supportive conversation to understand the challenges they’re facing. Set clear expectations and agree on specific, measurable goals to help them focus. Provide guidance and resources they need to improve but allow them the space to take ownership of their tasks. Check in regularly to track progress, offering constructive feedback and encouragement along the way. This approach builds trust and accountability without micromanaging.

Have a one-on-one discussion with that person. Explain to him the current performance of the team and the effect of his underperformance to the team and to the company as a whole, what would happen if this will continue, and among others. Determine the reasons of his being underperformer and find solutions. Offer resources and training, encourage open dialogue. Honestly and directly talk to him that he needed to be at par with his expected performance or it can negatively affect his team and to the company as a whole. Expect to have this kind of situation to happen anytime within your team. Even your type A person can sometimes become underperformer. Connect with your team at all times.

Para ajudar um membro da equipe com baixo desempenho, inicio uma conversa aberta para entender suas dificuldades e motivações. Em vez de microgerenciar, estabeleço metas claras e alcançáveis, alinhadas às suas habilidades, e ofereço apoio contínuo. Faço check-ins regulares, que são mais sobre ouvir do que controlar, criando um espaço seguro para feedback. Encorajo o desenvolvimento de novas habilidades por meio de treinamentos ou mentorias, mostrando que estou comprometido com seu crescimento. Por fim, celebro pequenas conquistas ao longo do caminho, reforçando a confiança e a motivação, enquanto mantenho o foco no desempenho coletivo.