As project manager or team lead, how do you work with lazy employees or who didn't complete the working correctly?

Dealing with underperforming team members while maintaining a positive environment is a challenge that many project managers face. Here’s an approach that has worked for similar situations:

First, analyze the root cause of the underperformance. Is it a lack of skills, unclear expectations, or personal issues? Tools like Five Whys or Root Cause Analysis can help uncover the real problem.

Set clear expectations for both deliverables and quality standards. Using SMART goals and visible task trackers like JIRA or Trello ensures everyone knows what’s expected of them and when.

When addressing issues, use the SBI (Situation-Behavior-Impact) feedback model. Keep it factual and focused on improvement. For example:

This method avoids defensiveness and opens the door to collaboration. Weekly one-on-one coaching sessions also help me build trust and address challenges before they escalate.

Peer accountability is a powerful motivator. Team members can collaborate through peer reviews, shared dashboards, or pair programming. When everyone can see progress (or lack thereof), it naturally drives engagement without you needing to micromanage.

Positive reinforcement works wonders. Make sure to recognize and reward improvements, no matter how small. For instance, acknowledging someone’s extra effort during a stand-up or sprint review can boost morale and motivate others to step up.

If there’s no improvement despite support, document all interventions (feedback sessions, performance metrics, etc.). This ensures that if escalation is necessary, it’s backed by evidence. You can frame escalations as collaborative solutions rather than blame games. For example:

“We’ve tried coaching and pairing this resource with a senior member, but the issues persist. Can we explore additional training or reassignments to protect project timelines?”

This approach keeps management aligned and reduces negative perceptions.

Ultimately, invest in fostering a positive, collaborative culture. During retrospectives, we discuss team norms and how everyone can contribute to our shared success. This often inspires even underperformers to align with the group’s energy.

To manage underperforming team members, I first identify the root cause through one-on-one conversations. Then, I set clear expectations, provide mentorship, and offer constructive feedback. I monitor progress through regular check-ins, and if needed.

possible scenarios
- Personal issues (family, health, stress)
- Skill gap or lack of training
- Disinterest in job/technology
- Misunderstanding project objectives
- Task not in their area of expertise
- Lack of motivation or recognition
- Poor time management
- Overwhelmed with workload
- Resistance to change or new processes
- Inadequate communication skills
- Cultural or team dynamics issues
- Lack of proper tools or resources

To manage underperforming employees, I start by understanding the root cause through one-on-one discussions, identifying whether the issue stems from skill gaps, motivation, or unclear expectations. I set clear goals, provide necessary support and resources, and foster accountability through regular check-ins and peer collaboration.

I motivate by highlighting their impact on the project and recognizing improvements, while providing constructive feedback if issues persist. For ongoing challenges, I escalate to formal performance reviews when needed. Leading by example ensures a standard of accountability and inspires the team to align with project goals.