fixing-underperforming-teams

Start with neutral observation: sit in meetings, review documents, and interview team members. Then apply diagnostic frameworks like the Waterline Model to check structural issues before interpersonal ones, and the can't do / won't do / not set up to do model to classify each performance gap.

Follow the five-step playbook: set expectations with your manager, set a high quality bar, motivate the team around personal goals, use the OISA framework (Observe, Identify, Share, Act), and find allies. Expect 6-12 months before significant business impact.

The Enthusiastic Rehire Test asks: knowing what you know today, would you enthusiastically rehire this person for the same role? A 'no' triggers action such as a difficult conversation, performance plan, role change, or parting ways, cutting through rationalization about underperformers.

Recurring problems that resurface after fixes are usually strategy, culture, or interpersonal issues rather than execution gaps. Check for missing product strategy, misaligned OKRs, or incentives that punish cross-team collaboration before blaming individuals.

Collect input from those raising the issue, form your own POV, get your manager's support, then meet with the EM to share feedback. Avoid covering for them by doing their job, which hides the problem and prevents organizational learning.

Common mistakes include ruinous empathy (withholding direct criticism), pulling double duty for a struggling manager, blaming individuals for structural role confusion, and delaying talent decisions. Keeping bad hires too long damages culture and drives away top performers.