5 Reasons People Underperform
40sIntroduces a simple diagnostic framework that managers can immediately use to start productive conversations.
▶ Play ClipAI Summary
This video presents a simple framework for addressing underperformance in the workplace. The speaker shares a conversation with a direct report where he identified the root cause of low productivity using five potential reasons. By pinpointing the obstacle, the manager was able to clear the path and boost performance.
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Five Reasons for Underperformance
A manager confronted a direct report about low productivity using a framework of five reasons: not knowing what to do, not knowing how, lack of motivation, being blocked, or not knowing the expectation. The employee identified being blocked by other tasks, and after clearing those, performance improved immediately.
The key takeaway is that addressing underperformance effectively requires identifying the specific barrier rather than making vague accusations. By using a structured framework, managers can resolve issues quickly and respectfully.
Tutorial Checklist
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Start a conversation by expressing belief in the employee's potential and stating that you expect more.
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Ask which of five reasons is causing underperformance: don't know what to do, don't know how, not motivated, blocked, or didn't know it was expected.
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Once the employee identifies the blocker, work together to remove it and set clear, immediate expectations.
Study Flashcards (4)
What are the five reasons an employee might underperform according to the video?
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What are the five reasons an employee might underperform according to the video?
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1. Don't know what to do 2. Don't know how to do it 3. Not motivated 4. Something is blocking them 5. Didn't know it was expected
How did the manager start the conversation about underperformance?
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How did the manager start the conversation about underperformance?
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He said, 'I don't think I've seen nearly the production from you as I expected. I think it's less than you're capable of. Would you agree?'
What was the actual reason for the employee's underperformance?
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What was the actual reason for the employee's underperformance?
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The employee was blocked by other tasks that were taking three weeks.
What did the manager do after identifying the blocker?
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What did the manager do after identifying the blocker?
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He asked how long it was taking, then gave the employee additional work and asked them to complete it by the next day.
💡 Key Takeaways
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Non-confrontational Feedback
The manager frames the issue as a gap between current performance and potential, avoiding personal attacks.
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The Five Reasons Framework
Provides a structured diagnostic tool that reduces defensiveness and focuses on solving the real problem.
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Immediate Results
After clearing the blocker, the employee completed the work the same night, demonstrating the power of targeted intervention.
Full Transcript
I had a conversation the other day with uh somebody who reports into me and I said, "Hey, I don't think I've seen nearly the production from you as I expected. I think it's less than you're capable of. Would you agree?" That way it's not an insult. I'm saying like, "I just think you're doing less than I think your your potential is." And he was like, "Yeah, I would agree." And I said, "Okay, do you think it's
because there's only five reasons. So, did you know not know that I wanted you to do this thing? Did you not know what I wanted you to do? Did you not know how to do it? Were you not motivated to do it? Or did you have something that was getting in your way?" He was like, "Well, there's something else that's blocking me." I was like, "Well, tell me what's blocking you." And he said, "Well, these are
the things that I had to do this week." I said, "How long is this taking you?" He said, "Three weeks." And I said, "Do you think you can do more than that?" He said, "Yes." And I said, "Great. Here's a bunch more stuff that you can do. Get it done by tomorrow." And then he got it done by that night. He heard it loud and clear, but it wasn't like, "You suck. You're lazy." I was like,
"I expect more of you because I think you're really capable."
