
How I Handle Underperformance on My Team
Every manager eventually has a conversation they would rather postpone: someone on the team is not delivering what the role requires. The instinct is to wait another sprint and hope the problem resolves itself. It rarely does, and the waiting quietly becomes a management decision of its own. In this guide, I explain the process I follow from the first signal to the final decision: diagnosing the cause, auditing my own contribution, setting measurable expectations, matching support to the problem, documenting progress, and knowing when improvement is not happening.







