When an employee falls short of performance expectations, leaders can’t afford to ignore it. To be clear, this isn’t about a team member dealing with personal challenges or struggling under an unmanageable workload. This is about an employee who isn’t meeting their responsibilities – whether due to a lack of effort, gaps in skill or unclear expectations.

Left unchecked, these issues can escalate, impact productivity and create frustration for everyone involved.

The good news? With clear guidance, early support and consistent accountability, many struggling employees can turn their performance around. Here’s how to proactively tackle this challenge:

1. Set clear expectations: Define ‘done well’

The first step in supporting employees to meet performance standards is to make sure they know exactly what those standards are. As Brené Brown said in her book Dare to Lead, “Clear is kind. Unclear is unkind.” Yet too often, leaders expect people to ‘just know’ what’s needed or assume that ‘common sense’ will guide their actions. But common sense isn’t common, and no-one is a mind reader.

To start, clarify what ‘done well’ looks like for the employee’s task. Define the standard for task completion, including the deadline, level of detail and priorities such as accuracy, speed or thoroughness. Don’t keep any of this information in your head or assume it’s obvious. Lay it out plainly so there’s no room for confusion.

For instance, if you ask an employee to write a report but don’t clarify the expected outcome, a perfectionist might spend days creating an exhaustive document when all you needed was a summary by the end of the day. This sort of misalignment leads to inefficiencies, frustration and unnecessary stress. Give employees the information they need to succeed from the outset to prevent these misunderstandings.

Don’t just assume that your expectations are clear – confirm them. Ask questions that help employees reflect back your guidance, for example, “Based on what I’ve outlined, how do you plan to tackle the task?” or, “What do you think are the most important points to keep in mind while completing this?”

This approach will surface any misunderstandings.

2. Say it sooner – have coaching conversations early

If you notice someone struggling or slipping on performance, don’t sit back and wait for the issue to resolve itself or escalate into something more significant. Start a conversation early to find out what might be going wrong. Approach these conversations with curiosity, not judgment.

Ask open-ended questions like, “How do you think the project is going?” or “What challenges are you facing?” You might find they’re dealing with factors outside of their control, such as constant interruptions or unclear priorities, or they may lack a specific skill needed for success.

When expectations are clear from the start, employees often know if they’re falling behind and may bring it up themselves. But if they’re unaware, now’s the time to tell them.

Be specific and constructive with your feedback. Let them know what you’ve noticed, what you need to see improve and why it matters. Remember, the kindest thing you can do is to have the hard conversation early. Being direct is not about blaming or shaming; it’s about giving them the chance to improve with full awareness of the problem.

Once you’ve addressed the issue, keep checking in. Good leadership isn’t about solving every problem for your people or micromanaging them. It’s about coaching them to find their own solutions and empowering them to get back on track. With ongoing support, employees are more likely to feel motivated and capable of meeting expectations.

3. Hold them accountable

Once expectations are set and feedback has been provided, it’s up to your team member to take action. As a leader, your job is to provide clear standards, guide them through any roadblocks and offer support. But ultimately, they’re responsible for doing the work. If, despite all your efforts, they still fail to meet expectations, it’s time to address it directly.

This is where I recommend the approach of ‘escalate with notice’. Let them know what will happen next if they don’t improve, whether that’s a formal warning, loss of a performance review increment or another consequence. This isn’t about making threats – it’s about transparency. They need to know what’s at stake and the consequences if they choose not to lift their game.

When you’re transparent about the ‘if that, then this’ of workplace expectations, employees understand fully what’s at risk. If they still don’t take steps to improve, you must follow through. You’ve given them every opportunity to succeed, and the next step is now on them. Accountability matters, not just for the employee in question, but for everyone on the team who depends on their contributions.

Supporting struggling employees is about helping them understand what’s expected, guiding them to find solutions and holding them accountable with empathy and transparency.

When you’ve done everything you can to support their success, the choice to improve lies with them. And if they choose not to, you can act confidently, knowing you’ve provided every opportunity for them to step up.

Opinions expressed by The CEO Magazine contributors are their own.