Your top performer is suddenly underperforming. How do you address this without demotivating them?
When a top performer starts underperforming, it's crucial to address the issue with sensitivity to avoid demotivating them. Here are some strategies:
How do you support an underperforming top performer? Share your strategies.
Your top performer is suddenly underperforming. How do you address this without demotivating them?
When a top performer starts underperforming, it's crucial to address the issue with sensitivity to avoid demotivating them. Here are some strategies:
How do you support an underperforming top performer? Share your strategies.
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An underperforming top performer often signals deeper issues beyond metrics. Begin with a private, empathetic dialogue—no assumptions, just listening. Unearth whether burnout, external stressors, or a shift in motivation is at play. Recognise their previous successes, showing that their contributions have been noticed. Align their role with their aspirations, adjusting responsibilities if necessary, and reignite their sense of purpose. Provide specific, actionable steps coupled with support, avoiding micromanagement. Show them that you're invested in their growth, not just results. Sometimes, reigniting belief is more powerful than any strategy. When people feel seen, they rise!
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When a top performer starts underperforming it's essential to first understand the root cause of the change. Instead of focusing solely on the results, engage in a conversation to explore any challenges they might be encountering, such as burnout, lack of motivation, or external pressures. Offering guidance, adjusting expectations, or providing new opportunities for growth can help them regain their confidence and focus. Approach the situation with care and patience, ensuring they feel supported rather than judged.
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Honest, open dialogue with them is always the best approach. As mentioned by others, empathetic listening is a must. If we have genuine caring for the people on our team, that should shine through in conversations like this coming from a place of caring vs. correction. Sometimes just having this kind of conversation is all that is needed, after all, this is a top performer. Most likely they don't want to continue this way either. Focus should be on providing help and removing obstacles.
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Suggest you’ve noticed a shift in their performance but you’d like to understand what has caused this. Could it be a change in line manager, change in job role, personal issues etc. Support them and build a relationship and hope to see the performance incline but complete the conversation by saying you’re willing to support them professionally and if there’s anything you can do you absolutely will and work together on increasing their performance back to where it was. Regular check ins including with line managers. If performance doesn’t improve after significant support, Occupational Health prior to any informal PIP.
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It might suggest that the top performer no longer has a reason enough. It's important to investigate what may have led them to drop the ball. The answer to get them back where they should be is the reason they dropped the ball. Some people stop performing when they are suddenly given a supervisor who is below average in performance or not rewarded with either promotion, pay or simple recognition. The elephant in the room must be confronted and not pretending about issues that are not the issue.
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When a top performer begins to underperform, the approach should be grounded in empathy and understanding. Initiating a private conversation creates a safe space to explore any personal or professional challenges they might be facing. This helps to understand the root cause of their shift in performance. Providing constructive feedback is essential, but it should be done with clarity and compassion, focusing on how improvements can be made without diminishing their confidence. Revisiting their goals ensures alignment, and offering additional resources or training demonstrates commitment to their growth. By supporting them thoughtfully, you reinforce their value to the team while helping them regain their momentum.
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