The Two Pillars of Performance: Ability and Motivation
In any team, performance is the key to progress. When a member isn’t delivering what’s expected, it’s essential to understand why. In many cases, underperformance boils down to two main reasons: ability and motivation.
Some people can’t do the work—they lack the skills or knowledge to perform at the required level. Others won’t do the work—even though they have the capability, they lack the drive to apply themselves fully. Both scenarios present unique challenges, but the solution always involves diagnosing the root cause and acting accordingly.
The "Can't Do It" Situation: A Case for Training
When someone lacks the necessary skills, it doesn’t automatically mean they are unfit for the role. Training is often the first step in addressing this issue. The individual might need additional resources, support, or mentorship to reach their full potential. As leaders, our responsibility is to recognize this gap early and provide the tools for improvement. Sometimes, a structured learning plan is all that's needed to elevate a team member's performance.
However, not every gap can be filled with training. If the individual is unable to adapt, despite receiving ample learning opportunities, we have to acknowledge that training has its limits. In these cases, holding onto the person not only impacts team performance but also affects their confidence. If they can’t meet the requirements despite continuous support, it may be time to consider other options for their role within the organization or outside it.
The "Won’t Do It" Situation: A Case for Motivation
On the other hand, when someone won’t perform even though they have the skills, the issue is typically tied to motivation. Lack of motivation can stem from various factors such as burnout, poor management, misaligned goals, or personal issues outside of work. A team member may be skilled but no longer invested in the role or the company’s mission.
In such cases, it’s crucial to have an open, honest conversation to uncover what’s holding them back. Sometimes, simple actions like redefining their responsibilities, giving them a more exciting challenge, or recognizing their efforts can reignite their motivation.
However, motivation is personal and can be influenced by factors that are outside your control. If someone repeatedly shows disinterest or disengagement despite efforts to inspire them, it's a signal that a more drastic change may be necessary. Continued underperformance due to a lack of motivation can poison team morale and hinder collective progress.
Beyond Training and Motivation: A Third Dimension
While ability and motivation are the most common reasons for underperformance, there’s a third aspect that’s often overlooked: alignment with company culture and values. Even a highly skilled and motivated employee can struggle if their values or work style conflict with the team’s or the organization’s.
Cultural misalignment manifests in many ways, from communication breakdowns to different attitudes toward teamwork or decision-making. A strong team thrives when its members share a common purpose and approach. If someone consistently operates outside of that framework, no amount of training or motivation can bridge the gap.
In these situations, it’s important to assess whether the individual fits the company’s long-term vision. If not, parting ways might be the best course of action—not as a failure, but as a way to ensure the team remains cohesive and aligned.
When It's Time to Say Goodbye
Deciding to let someone go is never easy. However, holding on to underperforming team members can hurt both the individual and the organization. If someone cannot be trained, or cannot find the motivation to engage, it’s in everyone’s best interest to part ways. This decision, though difficult, ultimately benefits the person by allowing them to pursue a role that fits them better, and it frees up the team to bring in new talent who is better suited for the role.
By focusing on these core aspects—ability, motivation, and cultural fit—you can build a more resilient, high-performing team. Remember, it's not about cutting people off at the first sign of struggle. It’s about supporting them, diagnosing the real issues, and making strategic decisions for the long-term health of the team.
In the end, parting ways is sometimes the most compassionate and responsible thing to do for both the individual and the organization. It ensures that every team member is positioned to succeed, and the organization continues to move forward with a team that is fully committed, capable, and aligned.
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