Blog Performance Reviews Part 3: Managing Performance Issues and Resetting Expectations Share This post is the final in our three-part series on how leaders can manage performance reviews that strengthen development, clarify expectations, and support organizational performance. Read part one and part two. Not every review ends with good news, like a promotion or a stretch assignment. Sometimes, reviews reveal problems that can’t be ignored. Performance issues test a leader’s ability to be fair, direct, and constructive, balancing accountability with the belief that improvement is possible. When managed effectively, less-than-stellar performance reviews can be an opportunity to reset alignment and chart a new path forward. Handled poorly, they create confusion and erode accountability across the team. In the final installment of our performance review series, we look at how to approach performance challenges with structure, honesty, and care. Start With the Facts A productive reset begins with well-documented evidence (see part 1). Leaders should come prepared with clear examples and patterns that show how, specifically, the person isn’t meeting expectations. The goal is to focus on behaviors and outcomes. While it’s tempting to play “armchair psychologist,” leave anything having to do with character or intent at the door. Ask yourself: What results or behaviors have fallen short? How has this impacted the team or organization? What evidence supports that view? Centering on these facts achieves two things. First, it helps keep the conversation fair and constructive, sidestepping any defensiveness that comes with judgement that could be viewed as “subjective.” Second, it reinforces consistency. Everyone is evaluated against the same standards, rather than personal opinion. Separate Skill From Will Every performance issue has a root cause. Some reflect a lack of skill or experience. Others stem from motivation, focus, or engagement. Leaders should work to distinguish between the two before moving on to potential solutions: Skill gaps can often be addressed through coaching, mentoring, or targeted assignments. Will gaps may require a more direct conversation about accountability, ownership, and alignment with team values. Leaders who diagnose before prescribing tend to be more effective. Understanding what’s behind the problem allows you to tailor your approach, instead of defaulting to a one-size-fits-all solution. Reaffirm Standards and Expectations It’s easy for leaders to soften their message during challenging conversations. But being clear is a form of respect. Use this conversation as an opportunity to restate what “good” looks like and why it matters. Be explicit about what must change, and what lack of progress will mean. This step reinforces consistency across the organization, allowing employees to see that standards are universal, that strong performance is recognized, and that weaker performance is directly addressed. Create a Path Forward A performance conversation should end with a plan to turn talk into actionable progress. The next steps need to be specific enough to measure and set within a clear timeframe for evaluating next steps. When both sides leave the meeting with shared ownership of that plan, the focus moves from judgement to action. What should the person do differently? How will you support that change? When will you revisit progress? Follow-up is equally important. Regular check-ins show that leadership is invested in actual change. These moments are opportunities to reinforce progress, remove obstacles, and sustain engagement. Leading Through the Hard Moments Difficult reviews ask a lot of a leader. They require you to be direct without being dismissive, to pair empathy with real accountability, and to move with urgency while still giving people space to absorb what they are hearing. The strongest leaders do not try to sidestep that tension. They use these moments to reinforce a culture of honesty and fairness that supports sustained performance. Every organization will face performance issues at some point. What sets effective leaders apart is how they show up in those moments: steady, respectful, and oriented toward progress.