No matter how hard they try, some team members significantly and consistently underperform. They possess many skills but lack the ability to put them altogether.
Despite many opportunities and a heap of coaching, their results haven’t improved. The harsh reality is that their performance doesn’t warrant a spot on the team.
Convincing these team members that they aren’t cutting it isn’t hard. The results, or lack of them, speak for themselves.
The logical conclusion is to replace them with someone more capable. As difficult as it may be to part ways, it is often the best for all parties.
The team member needs to find a role or place better suited to their skill level. Sometimes, a fresh beginning with lower expectations can be a blessing.
But many leaders can’t pull the trigger.
They insist on giving the team member one last chance. This is especially true when these team members are good people, with good values, who try exceedingly hard.
Leaders desire to give them one more lifeline to turn things around in the hopes of a miracle. Leaders tell themselves that the decision to stay or leave all comes down to this one “last chance.”
Of course, nine times out of 10, the better choice is to accept the facts and move on from the team member. Last chances rarely result in lasting change.
There are solid reasons the team member has underperformed consistently, and one last-ditch effort is unlikely to fix them. Nonetheless, optimistic leaders cling to the idea that maybe the team member will figure it out if everything is on the line.
If the leader really wants to offer a lifeline to this team member, they need to remember a few best practices.
First and foremost, it must be made perfectly clear that this is a one-or-done challenge. Not surprisingly, leaders who don’t want to make the call are also typically reluctant to send a clear message about this last test.
This is both unfair and insensitive. Good leaders are clear about the challenge and the timeline for this last chance.
Well-designed last chances are made up of milestones, not all-or-nothing tests.
In too many cases, the last chance is based on only one key metric or result. When the team member gets close to achieving the goal but can’t claim victory, the leader remains torn. They showed signs, but is it enough? This quandary often produces a last-last chance. Ridiculous.
Creating a clear set of milestones to achieve is a much better approach. Exactly what does the leader need to see to change their view about the team member’s long-term fit? How many of the milestones must be hit? In many cases, missing the first one usually settles the matter to the relief of everyone. Instead of one final test, good leaders mark the steps of progress that must be made to demonstrate a difference. Milestones are the key.
Lastly, last chances should be designed initially by the team member, not the leader.
Involving the team member in the design of the challenges or tests and the milestones that reflect them creates ownership and fairness.
In the ideal case, the team member must propose the set of activities, tests, or performances along with the milestones they must reach. The milestones must reflect significant improvement and value to the team.
By asking the team member to take the first crack at designing these challenges and guideposts, they will come to see them as realistic, fair, and indicative of solid performance. Leaders shape the proposed tests and milestones to be sure they meet the standards necessary for proof of value.
Win or lose, the last chance is now fully in the control of the team member. This empowers them to do their best, to figure out what eluded them in the past, and to accept whatever outcome occurs.
As a rule, last chances are not a good leadership practice, but when they are used, they should be designed so the team member knows the answer instantly and without discussion.
