Underperformance in a senior leader is one of the hardest and most consequential challenges a leader faces. Handling it well matters greatly. Here is how.
Don't tolerate it
The first challenge is confronting underperformance rather than tolerating it. Senior underperformance is consequential — a weak leader affects their whole area and team — yet leaders often tolerate it too long, out of discomfort, loyalty, or hope. Recognising and addressing underperformance promptly, rather than letting it persist and damage the business, is essential. Tolerating a underperforming senior leader is costly and demoralising to others; the willingness to confront it is the starting point for managing it well, however uncomfortable.
Honest, clear feedback
Managing underperformance requires honest, clear feedback — genuinely telling the leader where they are falling short, specifically and directly, so they understand the issue and the stakes. Vague or softened feedback leaves the person unclear and unable to improve. Clear, honest, and fair feedback about the performance gap, delivered with respect, is central — it gives the leader a genuine chance to understand and address the problem, and is the fair and necessary first step before any bigger decision. This connects to difficult conversations.
Fair support to improve
Fairness means giving the leader a genuine opportunity and support to improve — clarity on what needs to change, the support to do so, and a reasonable chance to turn it around. Many underperformance situations can be resolved with clear feedback and genuine support. Approaching it fairly, with real support to improve rather than a rush to remove, is both right and often effective. This fair, supportive approach, before any decision to make a change, is important to handling underperformance well and justly.
The resolve to act
Where genuine feedback and support do not lead to improvement, managing underperformance requires the resolve to act — to make a change, however difficult. Keeping an underperforming senior leader indefinitely damages the business and is unfair to others. Acting decisively but humanely when improvement does not come, having given a fair chance, is part of managing underperformance responsibly. Handling the full arc — confronting, supporting, and acting when needed — with honesty and fairness is a demanding but essential leadership responsibility, and part of building a strong team.
Building a high-performing leadership team?
We help businesses assess, strengthen, and, where needed, replace leadership — building teams that deliver.
Building a Leadership Team →Frequently asked questions
How do you manage underperformance in a leadership team?
Confront it promptly rather than tolerating it, give honest and clear feedback about the performance gap, provide fair support and a genuine opportunity to improve, and — where improvement doesn't come — act decisively but humanely to make a change.
Why do leaders tolerate underperformance too long?
Out of discomfort, loyalty, or hope that it will improve on its own. But a underperforming senior leader damages their whole area and demoralises others, so tolerating it is costly. Confronting it promptly, while being fair, is essential.
Related: Having Difficult Conversations as a Leader · How to Build a High-Performing Leadership Team · Signs Your Business Has Outgrown Its Leadership
Ready to talk?
Whether you're planning a leadership search or simply exploring, we'd be glad to have a confidential, no-obligation conversation.
Get in touch
