When Performance Slips Start by Asking One Simple Question

In smaller teams, every role matters. That is why when performance slips, whether it is a missed deadline, rising errors, or a drop in motivation, it feels magnified. The instinct for many managers is to act fast, moving quickly to warnings, formal procedures, or even exit strategies. But rushing in this way can backfire, eroding trust and creating bigger risks down the line.

The first step should always be to ask a simple question: “Are you okay?”

That question does more than open a conversation. It shows an employee they are valued as a person, not just a producer of work. More often than not, performance issues stem from stress, unclear expectations, skill gaps, or personal challenges rather than laziness or disinterest. Leaders who start with empathy build psychological safety, which makes it easier to uncover real causes and work on solutions.

Why Empathy Should Come First

Research shows poor performance is seldom about unwillingness. It is more often about pressures employees are carrying, whether from within the workplace or outside of it. In smaller organisations, where employees wear multiple hats and resources are stretched, these pressures can quickly take a toll.

Consider a real-world example. A sales coordinator begins missing targets. A hasty warning might assume disinterest, but a simple “are you okay?” could uncover that they are juggling unexpected caring responsibilities, leading to burnout. By starting with empathy, leaders signal that employees are valued as people, not just numbers. This approach encourages open dialogue and often reveals solutions that might otherwise stay hidden.

Empathy also pays off commercially. Studies show empathetic leadership links directly to higher engagement, creativity, and business performance. In some cases, organisations with empathetic managers report efficiency gains of over 80%.

Active listening is key. When an employee shares a struggle, resist the urge to jump to fixes immediately. Instead, acknowledge and validate what you hear: “I can see how that would be difficult, thank you for telling me.” Validation reduces defensiveness and helps uncover strengths that may be redeployed in different ways.

Balancing Empathy with Structure

Empathy alone will not resolve performance issues. It must be paired with clear and consistent processes that protect both the business and the employee. Four pillars make the difference.

Clarity 

Set expectations in writing, revisit them regularly, and check understanding. Vague goals create confusion, but clarity builds alignment. Use techniques such as the teach-back method, where employees explain expectations in their own words, to ensure understanding.

Support

Offer training, coaching, or adjustments. Support does not need to be expensive, it just needs to be relevant. A junior staff member may benefit from a mentor, while a more experienced employee might need coaching to reconnect with purpose. Flexibility around workload or hours can make a critical difference in smaller teams.

Time

Allow realistic periods for improvement, usually four to twelve weeks depending on the issue. Build in milestones to check progress, and encourage rather than monitor. If progress does not happen, explore barriers before escalating.

Documentation

Keep factual records of discussions, actions, and outcomes. Documentation is not about building a case against the employee, it is about demonstrating fairness and creating transparency. Well-kept records also reduce the risk of disputes and provide useful insight for improving processes in the future.

The Risks of Getting It Wrong and the Rewards of Doing It Right

Handled poorly, performance management can lead to grievances, sudden resignations, or claims of unfair dismissal. For smaller businesses, these outcomes are disruptive and costly.

Handled well, performance conversations can strengthen culture, rebuild trust, and even uncover hidden talents. A marketing assistant making repeated errors may simply have been working from unclear briefs. With empathetic feedback and targeted training, accuracy improves and efficiency gains follow. The benefits ripple across the team.

Performance management is not about catching people out. It is about creating the conditions for people to succeed, even when things go wrong. Every performance slip is an opportunity to check in, to understand what someone needs, and to show that accountability and care can work side by side.

Why It Matters

Leaders who manage performance with empathy and structure see stronger engagement, resilience, and loyalty. Employees feel supported, businesses protect themselves, and teams learn that tough conversations do not have to be destructive.

Strong performance management blends empathy with structure. If you would like practical guidance on putting this into practice, Opportunity Rocks HR is here to support you. Contact us at hello@opportunityrockshr.co.uk .