❝ Choose a job you love, and you will never have to work a day in your life ❞ - Confucius

❝ Our greatest weakness lies in giving up. The most certain way to succeed is always to try just one more time ❞ - Thomas A. Edison

What is underperformance?

Underperformance or poor performance can be exhibited in the following ways: unsatisfactory work performance, that is, a failure to perform the duties of the position or to perform them to the standard required non-compliance with workplace policies, rules or procedures unacceptable behaviour in the workplace disruptive or negative behaviour that impacts on co-workers. Underperformance is not the same as misconduct. Misconduct is very serious behaviour such as theft or assault which may warrant instant dismissal. In cases of misconduct employers should seek specific advice about how to proceed before taking any action It is important to understand the key drivers of performance or underperformance within the workforce. It is also important to correctly and specifically identify the problem. Some common reasons for underperformance are identified later in this guide

STEP 1: Identify The Problem

  • Lack Of Incentives: In his book Drive: The Surprising Truth About What Motivates Us, Daniel Pink highlights research confirming some incentives can cause significant impact on performance. The more "smarts" required by the employee, the more they can be negatively impacted by incentives. Managers need to look for three things: autonomy (let them make decisions), mastery (give opportunities for them to get better), and purpose (what is their "why?"). - Dean Miles, Bridgepoint Coaching & Strategy Group .
  • Poor Time Management Skills : Sometimes the smartest individuals have the poorest time management because they can get away with not planning much longer than most. Look not just to their talent but also to their skills in planning, prioritizing, delegating, etc. Then, see if there are ways you can help them strengthen their skills in the areas where they most need help so they can leverage their intelligence and not burn out. - Elizabeth Saunders, Real Life E
  • Overconfidence : Smart people sometimes tend to get overconfident in their abilities to get things done. They tend to believe they know it all and do not need any further education or input. They may decline soliciting others' opinions for the same reasons. Managers need to showcase everyone's strengths in a tactful way and help smart people understand that everyone has value to bring to the table. - Gia Ganesh, Gia Ganesh Coaching
  • Unmotivated Or Uninspired : When your smartest people are underperforming, it could be due to lack of inspiration. The head of the class can act out if they feel unchallenged or uninspired about the work. The wise leader will find them something bigger and more meaningful to do. Leadership includes inspiring those that work for you. Get to know the team better. Learn what creates motivation for your superstars. - Doug Thorpe, Headway Exec
  • Lack Of Purpose And Adventure Creates Boredom Smart people deeply need to solve problems. In particular, solving problems to something they feel has a bigger purpose. Engagement and productivity is directly tied to taking on these adventures to create innovative solutions. Provide opportunities for them to do this, and you'll see the shift. Bonus: It inspires the whole team and creates a stronger service and product. - Jen Kelchner, LDR21
  • Not Feeling Heard: An employee’s level of engagement usually parallels their performance. If one of your brightest employees is underperforming, it could be a sign that they feel like they’re not being heard, their work isn’t appreciated, or they’re not valued or respected as an individual. Managers who connect with employees on a personal level, recognizing their unique contributions, inspire high performance. - Jody Michael, Jody Michael Associates
  • Cultural Fit: Unfortunately, smart employees are not always the best fit for an organization, a team, or a certain role. Research has consistently shown that high-fit employees will perform better, be more satisfied with their jobs, and more committed to their organizations. In addition to smarts, managers should consider how their employees' personality, values and needs align with their environment. - Ross Blankenship, PhD, Bespoke Partners / bp|leadership
  • Lack Of Challenges: Many times, smart people underperform because they aren't being challenged. It's important for managers to get to know their employees' work style and interests. This will help them coach the person along so that they perform optimally. - Venessa Marie Perry, Health Resource Solutions, LLC
  • Un-engaged Management : Gaining honest, actionable feedback can be highly effective in employee engagement and growth. Asking open-ended and insightful questions, ensure you are clear on what exactly they are saying, and make sure you have enough information to act upon what they have to say or to be able to explain why you cannot act. Finally, follow up to let them know their feedback is being considered or actioned. - Lianne Lyne, PLP Coaching, LLC
  • Too Many Tasks, Not Enough Prioritization : The smartest employees may be struggling with juggling too many tasks without being able to prioritize which ones come first. The desire to perform well and take on as many tasks as possible can actually deter employees from being able to properly excel in their role. I recommend meeting with the employee and helping them prioritize to increase their performance and allow them to shine. - Wendi Weiner, JD, NCRW, CPRW, CCTC, CCM, The Writing Guru
Underperformance isn’t a verdict; it’s a version. Upgrade the version.

STEP 2: Assess And Analyze Problem

  • Critical financial questions: The employer should determine: how serious the problem is how long the problem has existed, and how wide the gap is between what is expected and what is being delivered. Once the problem has been identified and assessed, the employer should organise a meeting with the employee to discuss the problem. The employer should let the employee know the purpose of the meeting in advance so they can adequately prepare for the meeting. The employee should be allowed to bring a support person of their choice or a union representative to the meeting. Employers working at best practice will inform the employee that they can bring a support person as a matter of process.
  • Effort. Am I putting enough time and energy into the work? : Understand that you are grieving (or you will be, at some point) and that this is your own, unique divorce recovery path. Everyone grieves in their own way and in their own time. Some people recover from grief and resume normal activities within six months, though they continue to feel moments of sadness. Others may feel better after about a year, and sometimes people continue to grieve for years without seeming to improve or find relief even temporarily. Grief can be complicated by other conditions, most notably depression, or by the person’s level of dependency on the departed.
  • Strategy. Am I working smartly rather than relying on routine?: Maybe you are finished with the divorce but you must put a new will in place, or now, you’ve just been named Power of Attorney for your aging mother.Request all your files from your attorney(marriage license, divorce decree). Now that your case is final, get all your paperwork back from your case. File away any bank or tax records or other paperwork you need to keep in your regular files. Once you have it, file it away where you can’t see it. Just seeing the box of divorce paperwork can bring up emotions. Keep it out of sight until you decide you can safely shred the contents. Keep a copy of that with your divorce decree. If you plan on changing your name back to your maiden name, you might need the marriage license to establish the name change. Here’s a link on how to change your name after a divorce in California.
  • Talent. Do I have the skills, knowledge, and capabilities to do my job well?: Is it the prospect of being alone? Is it how your divorce will hurt your kids? Do you worry you might burn out your friends, because you sound like a whiny, broken record? Write these down.
  • Professional Help/Counselling : What other professionals do you need to speak to, if not now, eventually? Who will teach you how to do things your mate used to do?
  • Understand that divorce recovery takes time: While nobody knows exactly how long (some researchers say 17 months, others insist it’s three to five years) we know that to advance through the divorce recovery process it requires intention.
Underperformance is just feedback wearing a scary mask. Take the mask off and listen.

STEP 3: Discuss The Problem

  • Meet with the employee to discuss the problem : It is important that the meeting takes place in private and in an environment that is comfortable and non-threatening, away from distractions and interruptions. The employer should begin by holding a discussion with the employee to explain the problem in specific terms. From this conversation, the employee should be able to clearly understand: what the problem is why it is a problem how it impacts on the workplace, and why there is a concern. The employer should discuss the outcomes they wish to achieve from the meeting. The meeting should be an open discussion and the employee should have an opportunity to have their point of view heard and duly considered. The employer should listen to the explanation of why the problem has occurred or to any other comments the employee makes. When having this type of meeting, it may be useful in facilitating discussion to refer to recent positive things that the employee has done to show them that you also recognise and appreciate their strengths. Key points for employers to remember when holding the meeting are to: talk about the issue and not the person explore the reasons why there is an issue clarify details stay relaxed and encouraging, and summarise to check your understanding of the situation. And, when discussing shortfalls in any area, it is important to check that the employee: is aware that it is a task that is required of them has been shown what is required, understands the gap between what is happening and what is required.
Underperforming is painful. Staying there is tragic. Choose pain with purpose.

STEP 4: Jointly Devise Solution

  • Where possible, it is important that a solution is jointly devised with the employee. An employee who has contributed to the solution will be more likely to accept and act on it. When working out a solution, the employer should: explore ideas by asking open questions emphasise common ground keep the discussion on track focus on positive possibilities, and offer assistance, such as further training, mentoring, flexible work practices or redefining roles and expectations. A clear plan of action should be developed with the employee to implement the solution. This can be in the form of a performance agreement or action plan. A performance agreement or action plan can: reflect an understanding of performance expectations and what is to be achieved over the specified time period (performance improvement milestones) clarify roles and responsibilities of the employee include strategies for training and career development include timeframes for improvement (these may vary depending on the issue and needs of the business, however it is important to give an employee adequate time to improve their performance) reinforce the value and worth of the role being performed. A date should be set for another meeting with the employee to review progress and discuss the employee's performance against the agreed action plan. The employer should keep a written record of all discussions relating to underperformance in case further action is required. Generally, it may also be used as evidence if legal action is taken about the matter.
Underperform once: shame on the circumstance. Underperform twice: shame on you. Time to flip the script.

FAILURE TEACHES YOU by Motiversity

This intense 10-minute speech remix hammers home how academic underperformance isn't a stop sign—it's the teacher prepping you for the A-game. With clips from top motivators, it's ideal for students staring down a bad semester, turning "I bombed that test" into "I'm built for this now."

KEEP FAILING AND YOU WILL SUCCEED by Motiversity

A raw 8-minute wake-up call blending student struggles and career pivots, showing how repeated underperformance (like flunking classes or missing promotions) is just data for your glow-up. It's got that "quit quitting" vibe to push through the next exam or job hunt.

FAILURE by Eric Thomas

Hip-hop preacher Eric Thomas drops truth bombs in this 12-minute rant on why underperformance happens when you sleep on opportunities—academic or career. His story from homeless to powerhouse will have you lacing up for that retake or resume tweak. Pure execution fuel.

Grit: The Power of Passion and Perseverance by Angela Lee Duckworth

Psychologist Duckworth argues that grit—not IQ or talent—predicts success, using West Point cadets and spelling bee kids to show how pushing through academic slumps builds unbreakable drive. Essential for anyone tired of "smart but stuck" vibes in school or stalled promotions.