If you are dealing with an employee or colleague who consistently underperforms and makes excuses, it can be extremely frustrating. When someone underperforms it not only slows down team progress and lowers the quality of work, but also forces others to take on extra tasks. This increases the workload for the rest of the team, which often means more stress and potential burnout for those left picking up the load.
It can also create a sense of unfairness and lead to conflicts among team members due to the uneven distribution of effort and responsibility. For managers, handling underperformance adds extra work as well, taking up valuable time and energy that could be spent on other important tasks.
If the issue goes unaddressed, it can erode trust among team members. When leaders fail to act, people may see the situation as unfair and believe there is little accountability for behavior. This doesn’t just impact how the team works together in the short term; over time, it can lower team morale and slow down progress toward goals. If leaders don’t step up, people don’t feel safe. When someone keeps making excuses, it’s important to approach the situation constructively.
Here are some steps you can take as a colleague, team, or leader.
Be clear on your goals
Whatever your company’s style, one thing is key: Make sure the goals you are working on are crystal clear and connected to the team’s overall purpose. If you are a leader, you can schedule a team meeting or, if needed, a one-on-one meeting in advance to discuss the team members’ role and responsibilities within the team. If you notice behavior that’s full of excuses and lacks focus on goals: Spell out what good, bad, and totally unacceptable results look like. Clearly communicate what you require from your colleagues or the team, including deadlines, outcomes, and standards. Once you agree on these expectations, you can hold them accountable and give specific feedback if the work isn’t meeting expectations. Make sure everybody understands the importance of their responsibilities. Next, get on the same page about the process. Together break down the steps needed to do their job well, maybe even walk them through it or ask what they need. And answer any questions they have early on to avoid future excuses about not knowing what to do.
Find out why
It’s important to delve deeper by asking open-ended questions to uncover the root cause if somebody is not working as expected or needed. “Why are you not meeting your goals?” can be a simple but helpful question. Start by listening to their explanations without jumping to conclusion or immediate judgment. Sometimes, what initially appears as an excuse may actually come from valid concerns or obstacles that you hadn’t previously recognized. There might be underlying issues that individuals may be hesitant to tell you directly.
If we know what the reasons are behind their excuses, we might be able to help them. Is the task too challenging for them? Are they bad at time management? Do they need training or other resources? Ask them what support they need to overcome their challenges and see if you are able and willing to offer it.
Explain the impact
We should communicate to people the impact their behavior has on the work, themselves, or others. This way, they’ll understand how their actions slow everyone down and why it’s important to do better. If they don’t know, they can’t change their behavior. Give feedback that is specific, objective, and focused on behavior and outcomes, not personality.
“I’ve noticed that you’ve missed a deadline three times now. You often have an explanation, which I understand, things come up. But when it happens more than once, it comes across as avoiding ownership and it impacts the team’s momentum. Meeting deadlines is a basic expectation, so I need you to take full responsibility and let me know early please if something might slip.”
Explain clearly what happens if they don’t improve and what they gain if they do.
Adjust the work
If things aren’t working out, as a leader you may decide it’s time to rethink an employee’s tasks. Instead of letting excuses become a pattern, encourage a shift towards finding solutions. If necessary, consider reassigning some of their tasks (temporarily) to better align with their capabilities.
The feedback may not only focus on their content or goals but also on their overall approach to life. It’s important to address how their actions affect both others and their own professional development. Encourage them to reflect on why they often resort to making excuses.
Set Boundaries
Sometimes enough is enough. You have to let people know in advance what’s at stake. Explain how doing their job successfully can create opportunities and build their reputation. On the flip side, not getting the job done will have consequences. If after support and opportunities to improve, the behavior doesn’t change, it may be necessary to take more formal steps depending on the context. At that point you may need to have that difficult conversation and part ways. Sometimes reaching a breaking point is unavoidable.
With these actions, you can help your colleagues or employees step up their game and create a more productive work environment. Remember, the goal is to create a safe culture of accountability and growth that benefits everyone involved. Keep motivating and supporting your team towards excellence but don’t be afraid to set boundaries along the way.
You can always remember the phrase: We help first, but we hold firm.
