When a Team Member Is Underperforming, Start by Diagnosing the Problem
You believe in the person you hired. They care about the mission, they want to help, and everyone on the team likes them. But deadlines keep slipping. Details get missed. The work isn’t meeting the expectations of the role.
Now you’re facing a difficult question: Is this a coaching issue? A communication issue? Or is this person no longer the right fit?
When that happens, it’s tempting to hope things improve on their own. But hoping doesn’t help the team member understand what’s wrong, and it doesn’t help your nonprofit move forward. A better first step is to diagnose the problem before deciding how to respond.
TL;DR: A team member’s underperformance may come from difficulty executing, unclear expectations, or a lack of alignment with the organization’s strategy. Diagnose the cause through a direct conversation, then respond with coaching, clarity, or a discussion about alignment.
Start with a direct conversation
Many leaders notice performance problems but delay talking about them. They hope the employee will figure it out, or they worry the conversation will feel confrontational.
Often, the person has no idea there’s a problem. The leader is frustrated, the rest of the team may be noticing the issue, and the employee believes they’re doing what’s expected.
A timely, honest conversation gives you a chance to understand what’s happening and gives the employee an opportunity to improve.
In my experience, underperformance usually points to one or more of three issues: execution, understanding, or strategic alignment.
1. The person understands the job but struggles to execute
In this situation, the employee knows what’s expected and understands what success looks like. They’re having trouble doing the work consistently, or completing it takes so much time and energy that they’re becoming overwhelmed.
This may be a skills issue. The person might need more training, practice, confidence, or help managing the complexity of the role.
The response is coaching and development. Break the work into smaller steps. Show what good performance looks like. Provide training and time to practice.
I once worked with a team member who was working hard but taking far too long to complete routine responsibilities. With some additional training in systems and processes, he learned to work more efficiently. He felt less frazzled, and the organization gained more capacity from his role.
Sometimes people don’t need less encouragement or more pressure. They need help building the skills to succeed.
2. The person doesn’t understand what you expect
Sometimes an employee believes they’re doing the job correctly, while the leader sees a gap between the work and the needs of the organization. This is often a clarity issue.
Nonprofit roles can change quickly as an organization grows. A leader may assume that expectations are understood when they haven’t been explained clearly or specifically enough.
Define what success looks like. Explain priorities. Give examples of the work you need, and put expectations in writing when that would help. Regular check-ins can keep you and the employee aligned as responsibilities change.
In one coaching conversation, a nonprofit CEO was frustrated by how long it took to receive financial reports. When he addressed the concern directly, he discovered the accounting manager thought she was meeting expectations. They had never clearly agreed on what reports the CEO needed or when he needed them.
If someone misunderstands the role, the leader has a responsibility to make the expectations clear. That’s part of fair leadership. It also gives the employee a real chance to meet the standard.
3. The person understands the job but disagrees with the strategy
A team member may understand the role and have the ability to do it, but believe the organization should take a different approach. They might prefer a different fundraising strategy, program structure, or communication style.
That disagreement may include a useful idea. But when someone consistently works outside the organization’s agreed direction, it can create confusion and make it harder for the team to move together.
Explain the reasoning behind the strategy. Help the employee see how their work connects to the larger mission. When people understand why a direction was chosen, they can make a more informed decision about how to contribute.
They may still disagree. But they should understand what alignment looks like and what the organization needs from them.
More than one issue may be involved
These three situations can overlap. In the example I mentioned, the CEO offered better software, additional training, and written expectations. The employee received support and clearer guidance. But even after those steps, she continued producing reports in a format that didn’t meet the CEO’s needs because she believed her approach was better.
Eventually, the CEO had to make a staffing change. Because he had addressed the issue clearly and worked through the different possibilities with her, the employee wasn’t surprised. She had been given the chance to understand what the job required and decide whether she could meet it.
Sometimes good leadership helps a person grow in the role. Sometimes it helps both the leader and the employee recognize that the role isn’t the right fit anymore.
Don’t leave the team guessing
When performance issues go unaddressed, the problem often continues. The employee misses a chance to improve, and the rest of the team sees that expectations may not apply consistently.
Your team may know more about the situation than you think. When leaders avoid clear conversations, frustration can spread and trust can weaken.
Your people carry the mission forward every day. They deserve clear expectations, useful coaching, and a leader willing to address problems with care and purpose.
So before you decide what action to take, ask yourself: Is this person struggling to execute? Do they understand what’s expected? Are they aligned with the organization’s direction?
The answer will help you choose the right response: coaching, clarity, or a conversation about alignment. Either way, start by talking with the person directly.
Frequently Asked Questions
How should I address an underperforming team member?
Start with a direct, timely conversation to understand what’s causing the problem. The team member may be struggling to execute, unclear about your expectations, or out of alignment with the organization’s strategy. The cause should guide your response.
What are the most common reasons a team member may be underperforming?
Common causes include a skills or execution gap, unclear expectations, or disagreement about the organization’s direction. More than one cause may be present, so it helps to ask questions before deciding what action to take.
How can I tell whether someone needs more coaching or clearer expectations?
Ask the person to explain how they understand their role, priorities, and what successful work looks like. If they know what’s expected but are having trouble doing it, they may need coaching or training. If their understanding differs from yours, clarify the expectations.
What should I do if a team member is struggling to execute their responsibilities?
Provide coaching, training, and opportunities to practice. Break complex tasks into manageable steps, show what successful work looks like, and check in as the person builds confidence and skill.
How do I handle an employee who disagrees with the organization’s strategy?
Explain the reasoning behind the strategy and how the person’s role supports the larger mission. Invite their perspective, then clarify what alignment with the organization’s direction requires.
When should I consider whether a team member is the wrong fit?
Consider a change after you’ve clearly explained expectations, offered reasonable coaching or training, and discussed alignment with the organization’s direction. The person should have a fair opportunity to understand what the role requires and respond to that feedback.
Matt Stockman is a nonprofit growth coach who helps startup, small, and growing nonprofits build stronger fundraising, marketing, leadership, operations, programs, and financial systems. He has coached hundreds of nonprofit and ministry leaders throughout North America, and around the world.