Mixed performance occurs when a team member alternates between high and low performance. Addressing this requires a structured approach, such as the “Condition-Based Performance Management”. To address this, focus on the conditions behind both: 1. Identify High-Performance Conditions: Understand when the team member excels, like in structured processes or supportive environments. 2. Analyze Low-Performance Conditions: Assess when and why performance dips—whether due to lack of tools, unclear expectations, or motivational issues. 3. Gap Analysis: Compare the two to identify what’s missing. 4. Corrective Actions: Provide tools, training, or task adjustments to recreate success conditions consistently.

To help a mixed-performing team member reach their potential: Assess Performance – Identify strengths, weaknesses, and root causes. Set Clear Goals – Define expectations, measurable objectives, and success criteria. Provide Support – Offer training, mentorship, and resources to close skill gaps. Motivate & Engage – Align work with their strengths and career goals. Ensure Accountability – Track progress, give feedback, and enforce consequences if needed. Recognize Improvements – Reinforce growth with rewards and public acknowledgment. Balance support with accountability to drive consistent performance.

First I would have a 1 to 1 sit down with the person to find out what the person sees as his/her difficulties are. Next I would ask -"How can the organization assist you to reach your full potential. In addition present some alternatives that the organization can offer: further training in house or at another venue ie; credit or not credit tuition reimbursement or even partnering with another very effective staff member. Supportive counseling bi management.

I prefer to go by customised mentoring and constant motivation. All the members of the team may not have same IQ and EQ levels. The team leader should understand the KSA ( Knowledge - Skills and Attitude) of each and every member of the team and act accordingly. I assign different roles to different members based on their competencies and help them reach their goals. Here, no single size fits all. The team leader should try to show the perfect path to other team mambers.

Vejo como fundamental manter reuniões recorrentes de 1 to 1 e manter atualizado um PDI com as fortalezas e fraquezas. Mencionar exemplos em que esteja indo bem, reforçando os comportamentos positivos e em seguida dar ênfase nos exemplos em que as atitudes e resultados não foram como o esperado, incentivando-o a manter a constância e se colocar a disposição para ajudá-lo.

Start with open and honest communication. Acknowledge their strengths while addressing areas for improvement with specific feedback. Set clear goals and provide the right support, whether through mentoring, training, or regular check-ins. Encourage them to take ownership of their growth while reinforcing your confidence in their abilities. A balanced approach builds motivation and helps them unlock their full potential.

Performance is often a reflection of environment, clarity, and motivation. How do we bridge the gap? 1. Tap into their strengths – Instead of fixing weaknesses, align tasks with what they do best. Confidence fuels consistency. 2. Identify hidden barriers – Is it a skills gap, motivation dip, or lack of direction? Right question can unlock the real challenge. 3. Make accountability a two-way street – Instead of just tracking their progress, ask them what support they need from you. Empowerment changes the game. 4. Shift from ‘managing’ to ‘coaching’ – Guidance isn’t just about correction. It’s about inspiring ownership and growth. High performance isn’t built overnight. But with the right approach, every team member can find their rhythm.

I have tried to play to people’s strengths, and have found that to be essential in running large programs and departments in higher ed. The motivation and the challenges for individuals, as well as their potential, is different. From my own experience, I would add that the key is to find where their passions lie so that they can do things where they feel self-actualization. This philosophy has also gone a long way to helping motivate people to pitch in on the other shared responsibilities. Meeting informally with people and showing interest in what they are doing (beyond the formal evaluations) is also key. Finally, it’s important that they know they can drop in on you and talk about challenges that arise. Mentoring is ongoing.

Pour aider un membre de l’équipe aux performances mitigées à atteindre son plein potentiel, commencez par un échange franc pour identifier les freins et comprendre ses besoins. Ensuite, fixez avec lui des objectifs clairs, progressifs et atteignables, accompagnés d’un plan d’action personnalisé. Proposez un suivi régulier avec du feedback constructif et des encouragements pour valoriser chaque progrès. Offrez également des opportunités de formation ou de mentorat selon les besoins identifiés. Enfin, assurez-vous de créer un environnement bienveillant et motivant, propice à son développement.