Seeking Insights from Fellow Engineering Managers: Tackling Underperformance

As an engineering manager, one of the most challenging aspects of our role is addressing underperformance within our teams. Recently, I authored an article outlining an 8-step framework I’ve developed to help underperforming team members. This framework includes key areas such as identifying early signs of underperformance, understanding root causes, setting collaborative goals, and fostering a growth mindset.

In my quest to enhance this piece, I’m reaching out to you, my fellow engineering managers, to gather your experiences and feedback. Your insights can help refine this framework, making it more effective for all of us dealing with similar challenges.

Key Questions for Discussion

1. How do you approach underperformance in your teams?
2. What strategies have proven effective (or ineffective) in your experience?
3. Are there any steps you believe should be added or refined in the framework?

For reference, here’s the link to the original article: My 8-Step Framework for Helping Underperforming Team Members

Real-Life Impacts: The Human Element

One insightful comment highlighted the importance of understanding the real-life issues that may contribute to underperformance. It’s crucial to build relationships with your team members, as personal challenges often affect their work. For example, I once had a team member who was struggling due to family health issues. By providing support and flexibility, we were able to navigate through that tough period together, ultimately improving their performance and morale.

Identifying Root Causes of Underperformance

Another comment provided a comprehensive list of possible root causes for underperformance. Here’s a summary of those points:

• Willingness Gap: Lack of motivation or interest in the work.
• Knowledge or Skill Gap: Insufficient knowledge or skills to meet job requirements.
• Scope Gap: Unclear or unagreed-upon project scope.
• Time Gap: Insufficient time allocated to complete tasks.
• Collaboration Gap: Poor teamwork and communication among team members.
• Resource Gap: Inadequate resources to effectively perform tasks.
• Process Gap: Lack of clarity or efficiency in processes.
• Feedback Gap: Infrequent feedback on performance.
• Priority Gap: Misalignment in task prioritization.

These insights resonate with my experience and could be pivotal in refining our approach to underperformance.

The Importance of Company Policies

A vital point raised was the necessity of adhering to company policies when addressing underperformance. It’s essential to consult with your supervisor and HR representatives to ensure that your approach aligns with organizational guidelines. Ignoring these policies can lead to complications, potentially putting your own position at risk.

Moving Forward Together

I genuinely believe that collaboration and shared experiences can enhance our strategies for supporting underperforming team members. So, I invite you to join this dialogue. Share your thoughts, strategies, and any additional steps you think could be valuable.

Your contributions are much appreciated as we strive to create more effective, supportive environments for our teams.

Thank you in advance for your insights!

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