Project managers usually focus on schedules, risks, deliverables, and client expectations. However, one of the most challenging and least discussed parts of the role is dealing with underperformance within the project team.<\/p>\n
Underperformance is not always a lack of effort. More often, it signals issues such as lack of clarity, skill gaps, or motivation. Handling underperformance effectively can make all the difference between project success and failure, as well as between building and destroying trust with the project team.<\/p>\n
Understanding the cause of underperformance is crucial before implementing any corrective actions. Making assumptions or applying quick fixes without identifying the root cause can often worsen the situation.<\/p>\n
A team member may occasionally be dealing with personal issues that are affecting their focus and output. Empathy plays a crucial role in these situations. A supportive conversation, encouragement, and temporary flexibility (where feasible) can help them regain stability and confidence.<\/p>\n
In my experience, when people feel supported in tough times, they usually come back with renewed commitment and are ready to put in extra effort once they are back to normal. Empathy is not a soft skill; it is a leadership quality.<\/p>\n
In several cases, I have seen that when leaders support team members during difficult phases, the same individuals often return with stronger commitment and ownership.<\/p>\n
Skill gaps are often the easiest issue to address, if handled correctly.
\nInstead of immediately prescribing training solutions, the first step should be to:<\/p>\n
When individuals define their own development approach, it is more likely to match their learning style and actual needs.<\/p>\n
To ensure progress:<\/p>\n
Underperformance linked to motivation calls for a different strategy. Breaking work into smaller goals can help rebuild momentum. Feedback is essential, not only on what is not working, but also on what is working.<\/p>\n
Maintain a positive feedback ratio of 3:1 to 5:1 (three to five positive comments for every corrective comment).<\/p>\n
Passive-aggressive behavior is another issue that is often overlooked. This is typically a sign that the individual is not in agreement with the decisions or the direction but does not feel comfortable enough to express it.<\/p>\n
In this case, I change my strategy by:<\/p>\n
From a Lean standpoint, this is a move from a push system to a pull system. The work remains the same, but the individual chooses what to take on.<\/p>\n
Over time, if there are certain tasks that are avoided, there will be patterns that develop. These patterns will give important information about resistance, discomfort, or hidden constraints that can then be addressed.<\/p>\n
After corrective measures are implemented, it is important that there be regular tracking of the process. This should be done in a structured manner, and not just when there is a crisis.<\/p>\n
The follow-ups will ensure that:<\/p>\n
It is also important that progress be recognized. This will help to build confidence and ensure that the right behaviors are reinforced within the team, even before a full recovery has taken place.<\/p>\n
Even with the best of intentions, there could be instances where there is no improvement in performance. In such scenarios, escalation is not a failure but a part of good project governance.<\/p>\n
Escalation should always be:<\/p>\n
Underperformance is also an opportunity for reflection for project managers. It presents a chance to reflect on:<\/p>\n
Effective project management is not about sidestepping tough conversations, but about navigating them with clarity, empathy, and accountability.<\/p>\n
Underperformance is a reality in every project team. What differentiates effective project managers is not the absence of these challenges, but how they respond to them.<\/p>\n
By balancing empathy with accountability, structure with flexibility, and feedback with support, project managers can turn underperformance into an opportunity for growth, for individuals, teams, and the project as a whole.<\/p>\n","protected":false},"excerpt":{"rendered":"
Introduction Project managers usually focus on schedules, risks, deliverables, and client expectations. However, one of the most challenging and least discussed parts of the role is dealing with underperformance within the project team. Underperformance is not always a lack of effort. More often, it signals issues such as lack of clarity, skill gaps, or motivation. […]<\/p>\n","protected":false},"author":2224,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"iawp_total_views":5},"categories":[5878],"tags":[8476,5174,8479,8478,8480,5986,6848,6501,8326,8477],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/www.tothenew.com\/blog\/wp-json\/wp\/v2\/posts\/78400"}],"collection":[{"href":"https:\/\/www.tothenew.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.tothenew.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.tothenew.com\/blog\/wp-json\/wp\/v2\/users\/2224"}],"replies":[{"embeddable":true,"href":"https:\/\/www.tothenew.com\/blog\/wp-json\/wp\/v2\/comments?post=78400"}],"version-history":[{"count":4,"href":"https:\/\/www.tothenew.com\/blog\/wp-json\/wp\/v2\/posts\/78400\/revisions"}],"predecessor-version":[{"id":79435,"href":"https:\/\/www.tothenew.com\/blog\/wp-json\/wp\/v2\/posts\/78400\/revisions\/79435"}],"wp:attachment":[{"href":"https:\/\/www.tothenew.com\/blog\/wp-json\/wp\/v2\/media?parent=78400"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.tothenew.com\/blog\/wp-json\/wp\/v2\/categories?post=78400"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.tothenew.com\/blog\/wp-json\/wp\/v2\/tags?post=78400"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}