- Kindness, Loyalty, and Being nice. Maybe we “like” them, they “like” us, or both. Perhaps their performance in the organization was, at one point, successful. Out of a desire to be a “nice person” or please people, and not to be the “bad guy.” Perhaps we worry about their family, livelihood, or future.
- Confrontation. These conversations are difficult, and you simply don’t want to have it. This again can be tough when you really “like” the person.
- Being too optimistic about their ability to change. We often think: if I give it more time… or I'm not helping them enough…
When someone on the team becomes a marginal performer, it hurts them, their colleagues, and you. Initially, it is the leader’s responsibility to support change by offering the resources to help marginal performers improve. After that, if the issue persists, you are not doing anyone any favors by keeping them in place.
Certainly, this is not a recommendation to fire someone with a long and successful career who may be having a few bad months. Yet, if the problem persists, it’s time to help them find a better situation.
If you are still holding on to a marginal performer, it’s time to look at the reason and make a change. Recognizing your own pattern of holding on too long, and helping all involved by making a positive, perhaps difficult, change is not only good for you and your organization, but also it is the right thing to do.
