The hidden reasons behind underperformance and how to solve it.

2 hours ago7 min read

Underperformance manifests in the workplace like a subtle ache rather than a sudden fracture—missed deadlines materialize, work quality diminishes, a once-vibrant attitude wilts into disengagement. Leaders often spot these symptoms, yet their response becomes the critical juncture where the situation either unravels or transforms.There exists a fierce, almost reflexive, desire among managers to act immediately, to stop the perceived 'badness' in its tracks and prevent its ripples from spreading. This urgency, while well-intentioned, frequently leads to a fundamental misdiagnosis.Assumptions are made about the root cause—laziness, incompetence, a lack of care—without pausing to explore the intricate human landscape beneath the surface. Conversely, the opposite approach, acting too slowly, allows the issue to fester.Underperformance is contagious; it can seed resentment among colleagues who feel the individual is 'getting away with it,' leading them to unconsciously lower their own standards to restore a sense of unfair parity, thereby corroding the very foundation of the team's culture. This is where the SOLVE model enters, not as a rigid protocol but as a disciplined framework for compassionate inquiry.The first step, State the Problem, forces a leader to crystallize the issue with precision, moving from vague concern to a concrete statement like, 'They are consistently late with deliverables and have become hesitant in meetings, which reduces their impact and makes our team appear unprepared. ' This clarity is the foundation for the second, and most crucial, phase: Open the Box.This is the anthropological core of the process, a deep dive into the 'why' that requires setting aside judgment and embracing curiosity. A leader must investigate: Has the individual's workload silently ballooned? Are they grappling with tasks at a level they feel ill-equipped to handle, even if you perceive it differently? Has a shift in their personal life—a sick parent, a struggling relationship—cast a shadow over their professional focus? While directly probing personal matters may be culturally fraught, a genuine, open-ended check-in can create space for disclosure.Is the work itself still stimulating, or has a misalignment emerged between their personal values and the company's evolving direction? Finally, and perhaps most commonly, has the clarity of expectations evaporated amid shifting strategies, new management, or conflicting project priorities, leaving them adrift in a sea of confusion? Based on these discoveries, the Lay Out Your Solution phase begins, demanding a bespoke response, not a one-size-fits-all fix. The solution must be tailored to the individual's personality, background, and experience, as well as the organization's unique size, industry, and sub-culture.It might involve recalibrating priorities, adjusting project scope, or helping them reconnect with the purpose of their work. Then, the leader must Venture Forth, implementing the chosen actions while remaining agile, ready to pivot as new factors emerge.I recall a leader who believed a disengaged team needed more financial rewards, only to discover that the very suggestion of a bonus caused one member to bristle, revealing that their core issue was profound boredom, not a lack of compensation. The final stage, Elevate Your Learning, ensures the investment of time yields a lasting return, transforming a singular problem into institutional wisdom.The skills honed in managing one team member's workload can be shared with other leaders, creating a ripple effect of improved management practice throughout the organization. The true power of this model lies in its human-centric rhythm; it forces a slowdown, a deliberate and thoughtful engagement with complexity, affirming that understanding the person is the first and most critical step toward solving the performance problem.

#underperformance

#leadership

#management

#problem-solving

#SOLVE model

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