Author: Laurie Grenya

Client: I have an employee who isn’t meeting expectations, but I’m not sure why. How do I figure out if it’s a skill issue, a motivation problem, or something else?

Consultant: Identifying the root cause is the first step in fixing performance issues. Some employees struggle because they can’t do the job, while others struggle because they won’t put in the effort. Understanding the difference helps you find the right solution.

Client: Okay, where do I start?

Consultant: Start with observation. Look at patterns in their work—are they making mistakes, missing deadlines, or needing constant guidance? If so, a skills gap might be the issue. If their work is fine when they do it, but they’re inconsistent, disengaged, or uninterested, motivation could be the problem.

To get a clearer answer, ask directly:
“I’ve noticed some challenges in [specific area]. What’s getting in the way of your success?”

This opens the door for them to share what they might be struggling with.

Client: What if they say they just don’t know how to do the work?

Consultant: If it’s a skills gap, they likely need more training or clearer guidance.

You might say:
“Thanks for being honest about that. Let’s go over what resources or training might help you feel more confident in this area.”

If multiple employees are struggling with the same task, it may be a sign that your training process needs improvement.

Client: What if they know how to do the job but just aren’t putting in the effort?

Consultant: That’s a motivation issue, which often comes from disengagement, lack of recognition, or unclear career growth.

Ask:
“I know you’re capable of this, and I’ve noticed errors in your work. Do you have ideas to improve the process ?”

Sometimes, a small change—like getting their feedback on process —can reignite motivation.

Client: What if it’s not a skills or motivation issue, but something personal?

Consultant: Personal issues can impact performance, and while you don’t need all the details, you can offer support.

Try this:
“I understand that sometimes personal challenges affect work. If there’s anything we can do to support you, let’s talk about options.”

If needed, refer them to Employee Assistance Programs (EAP) or other resources.

Client: What if they don’t improve, no matter the reason?

Consultant: If skills are the issue and training hasn’t helped, they may not be the right fit for the role. If motivation is the problem and they aren’t willing to engage, performance management steps are necessary.

You might say:
“We’ve worked on solutions, and I’m not seeing the improvement needed. Let’s set clear performance expectations moving forward, and if progress doesn’t happen, we’ll need to discuss next steps.”

This ensures accountability while giving them a final opportunity to improve.

Client: So, the key is to diagnose first, provide support, and set expectations for improvement?

Consultant: Exactly. Once you know why someone is struggling, you can address it with the right approach. Training, motivation strategies, or support resources can all help—and, unfortunately, if nothing changes, holding them accountable is necessary.

And if you need help structuring a performance improvement plan, I’m here to support you.

Client: We keep losing employees before we even finish training them. It’s frustrating to invest time and resources into hiring, only to have them leave so quickly. Why is this happening, and how do we stop it?

Consultant: That’s a costly and frustrating problem. When employees leave early, it’s often a sign that expectations weren’t aligned, onboarding wasn’t engaging, or they didn’t feel connected quickly enough. The good news is there are ways to fix this.

Client: Okay, but how do I figure out what’s driving them away?

Consultant: Start by gathering feedback. Exit interviews are helpful, and they only capture people after they’ve decided to leave. Instead, try stay interviews—quick check-ins with new hires during their first 7,14, 30, 60, and 90 days.

You might say:
“We want to make sure your experience here matches what you expected. How’s it going so far? Are there any surprises—good or bad?”

This helps you spot concerns before they turn into resignations.

Client: What if they say they just found a ‘better opportunity’?

Consultant: That usually means one of two things: they weren’t fully committed to this job in the first place, or they didn’t see enough long-term potential to stay.

You could respond with:
“I appreciate your honesty. When you accepted this job, what did you hope it would offer that maybe wasn’t there?”

Their answer might reveal gaps in pay, workload, culture, or career growth that you can address for future hires.

Client: I don’t have time to hold everyone’s hand. What can I do to keep people engaged early on?

Consultant: The first few weeks set the tone. If employees feel lost, disconnected, or unsure about their decision, they’ll leave. Strengthening your onboarding process can help. We aren’t saying “hold their hand” we are staying it’s a two way street and you have to be as engaged as you want them to be.

Try these strategies:
✔ Assign a buddy or mentor for the first 90 days
✔ Make sure expectations are clear and achievable
✔ Check in regularly with a simple, “How’s training going?”

A small investment in early engagement prevents much bigger losses later.

Client: What if they’re leaving because they feel overwhelmed?

Consultant: That’s a red flag that training may not be paced well. If employees feel like they’re drinking from a fire hose, they may assume they’ll never catch up and leave before they fall behind.

You could say:
“I want to make sure our training process sets you up for success. Does the pace feel manageable, or is there anything we can adjust?”

If multiple employees feel overwhelmed, it may be time to adjust the training timeline.

Client: What about pay? Could that be the issue?

Consultant: Compensation absolutely plays a role, especially if employees leave for better pay elsewhere. If you’re seeing consistent early turnover, a pay comparison may be necessary.

You might ask:
“Did compensation factor into your decision to leave? If so, what would have made this role more competitive?”

This helps you determine if pay is a deal-breaker or if other factors are playing a bigger role.

Client: So, the key is to get feedback early, make onboarding engaging, and ensure pay is competitive?

Consultant: Exactly. Employees need to feel confident that they made the right choice. A strong first impression, clear expectations, and a supportive training experience can make all the difference.

And if you need help refining your onboarding strategy or competitive pay analysis, we’re here to support you.

Client: I have an employee who improves after coaching in one area, but then another part of their job starts slipping. It feels like I’m playing whack-a-mole with their performance. How do I help them sustain progress across all responsibilities?

Consultant: That’s a common challenge. Some employees focus so much on improving one skill that they unintentionally neglect other areas. The goal is to build consistency so progress doesn’t come at the expense of other responsibilities.

Client: Okay, but how do I address it without discouraging them?

Consultant: Acknowledge the progress they’ve made and reinforce that improvement is a process, not a one-time fix.

Try this:
“I appreciate the effort you’ve put into improving [specific area]. I’ve also noticed that as this has improved, [another area] seems to be slipping. Let’s figure out how to balance both so you can continue growing without losing ground elsewhere.”

This keeps the conversation supportive while setting the expectation that all areas need attention.

Client: What if they say they’re overwhelmed?

Consultant: That’s important to explore. If they feel stretched too thin, it may be a sign they need better time management or prioritization skills.

You might say:
“I hear that this feels like a lot, and I want to help you succeed. Let’s look at how you’re managing your workload and see if we can find ways to make it more sustainable.”

If necessary, work together to identify where they might need additional support or better structure in their workflow.

Client: Should I set up another performance improvement plan?

Consultant: Not necessarily. If they’re making progress, another formal plan might not be needed. Instead, consider shorter, structured check-ins to reinforce accountability.

You could say:
“Let’s set up brief check-ins over the next few weeks to track progress in all areas. I want to make sure we’re keeping the improvements going while also maintaining other key responsibilities.”

This approach provides ongoing guidance without making it feel like they’re in trouble.

Client: What if they start slipping again after those check-ins end?

Consultant: If the pattern continues, it may indicate a deeper issue with job fit, skill gaps, or ability to self-manage. At that point, a more structured development plan may be necessary.

Try this:
“We’ve worked on sustaining improvement in multiple areas, and I’m still seeing inconsistencies. Let’s revisit what’s working and where the challenges are so we can put a more structured plan in place.”

This shifts the conversation from correction to problem-solving.

Client: So the key is to reinforce balance, check in consistently, and adjust as needed?

Consultant: Exactly. Coaching isn’t about fixing one issue at a time—it’s about building lasting habits that lead to well-rounded success. A structured, supportive approach will help them sustain improvements without letting other responsibilities slide.

And if you ever need help fine-tuning your coaching approach, we’re here to support you.

Client: I have two employees who aren’t getting along, and it’s starting to affect the rest of the team. They’re not openly fighting, but there’s clear tension, and it’s making collaboration difficult. How do I handle this before it gets worse?

Consultant: Addressing this early is a smart move. Unresolved conflicts can spread quickly and impact productivity. The key is to understand the root cause, guide a productive conversation, and set clear expectations for professionalism.

Client: Okay, do I meet with them separately or together?

Consultant: Start with individual conversations. Speaking with each person one-on-one allows you to gather perspectives without putting them on the defensive. Keep the conversation neutral and focused on solutions.

Try this:
“I’ve noticed some tension between you and [other employee]. I want to understand what’s going on and work toward a solution that improves the working relationship.”

This approach creates a safe space for them to share while keeping the focus on resolving the issue.

Client: What if one of them just blames the other?

Consultant: It’s common for people to focus on what the other person is doing wrong. Redirect the conversation toward actions they can take to improve the situation.

You could say:
“I hear that you’re frustrated, and I appreciate your honesty. Let’s focus on what’s within your control—what can you do differently to improve communication and collaboration?”

This helps shift their mindset from blame to accountability.

Client: Once I talk to them separately, then what?

Consultant: If both individuals are open to resolution, schedule a meeting with them together. Set ground rules before the discussion begins:
✔ Keep it professional
✔ Focus on solutions, not blame
✔ Listen to understand, not just to respond

Start with a neutral statement:
“I want us to find a way to work through this so the team can function effectively. Let’s talk about how we can improve communication and collaboration moving forward.”

Framing it this way keeps the conversation productive.

Client: What if they refuse to work together?

Consultant: Unless there’s a serious policy violation or harassment involved, working together is an expectation. They don’t have to be close friends, and professionalism is non-negotiable.

You could say:
“I understand this may not be easy, and I’m not asking for friendship. I do expect professional collaboration. Let’s start with one small action that can help improve teamwork.”

Starting with a small step can make the process feel manageable and less overwhelming.

Client: What if they agree in the meeting, but nothing changes?

Consultant: Follow-through is essential. After the conversation, check in with both employees to reinforce expectations and track progress.

You might say:
“We discussed ways to improve teamwork, and I expect to see changes. I’ll follow up in [timeframe] to ensure progress and provide any needed support.”

If the conflict continues and affects performance, it may require formal intervention.

Client: This is really helpful. So, the key is to listen first, focus on solutions, and follow up?

Consultant: Exactly. Conflict happens in every workplace, and the goal isn’t to eliminate disagreements but to ensure they’re handled professionally. Clear communication and accountability will help your team move forward.

And if you need guidance on structuring these conversations, we are here to help.