Voici comment vous pouvez traiter les membres de l’équipe sous-performants dans le marketing produit.

I think most team members fail because their leadership is lacking. It's a leader's job to set clear objectives and expectations. If your team member is underperforming look at yourself as a manager first and I understand if it's due to your guidance or lack of it. If you're sure the team member knows exactly what is expected of them, you then need to be sure the employee actually has the capabilities for the job. If not, then help them get these skill sets, and knowledge to do the job. Understand that noone likes to say "I don't know how to do this job".

Figuring out why an employee isn't doing a good job is always hard. It is a difficult conversation for both the manager and the employee. You have to be delicate and at the same time persistent to find out the real reason. There was a case in my practice where an employee was parasitising the work of the entire department. It was a remote employee, and the previous manager probably did not have the time or desire to find out what the employee was really doing. As long as the team was meeting sales expectatins, it was not obvious.. As soon as ambitious goals were set for the team, the contribution of each team member became visible. Sometimes it is worth setting more ambitious goals, so that it becomes obvious who is lagging behind and why.

Start by identifying the specific issues causing underperformance. Gather data and feedback from various sources, such as performance metrics, peer reviews, and direct observations. In my experience, understanding the root causes of underperformance—whether it’s lack of skills, motivation, or external factors—provides a clear basis for addressing the problem. This step ensures that you can tailor your approach to the individual needs of the team member.

Many times Marketing Managers or Team Leads focus on the results or on the final objective when they should be focusing on setting a clear structure for their team members to obtain said goal and grow as professionals at the same time. A leader should be able to identify all the soft and hard skills their team members are excelling or lacking at, and with that information and an open and honest conversation, it is possible to determine where are the open loops, opportunities to grow and backlog. Not only is this the ideal scenario for all teams but a necesity as every day more people are shifting from an old mentality of "focus on the goal" to "enjoy the process".

Discuss the importance of these expectations and how they contribute to overall sales success. Help your sales team understand the direct connection between their actions and the desired outcomes.

Set expectations AND accountability. Develop owners. To be an owner you must be responsible AND accountable for the process and outcome.

Clearly set and communicate expectations for the underperforming team member. Outline specific performance goals, deadlines, and quality standards they need to meet. In my experience, setting clear expectations helps eliminate confusion and provides a concrete framework for improvement. It’s essential to be specific about what success looks like and ensure that the team member understands these benchmarks.

Offer the necessary support and resources to help the team member improve. This could include additional training, mentorship, tools, or adjustments to their workload. In my experience, providing support demonstrates your commitment to their success and can significantly boost their motivation and performance. Tailor the support to address the identified issues, ensuring it directly contributes to overcoming the challenges they face.

Regularly monitor the team member’s progress toward meeting the set expectations. Schedule check-ins and review sessions to discuss their performance, provide feedback, and make adjustments as needed. In my experience, consistent monitoring helps keep the team member accountable and allows for timely interventions if progress stalls. Use these sessions to celebrate improvements and address any ongoing challenges.

Be prepared to adjust your strategy based on the progress and feedback you receive. If the initial plan isn’t yielding the desired results, consider alternative approaches. This might involve changing the team member’s responsibilities, offering different types of support, or re-evaluating the expectations. In my experience, flexibility and a willingness to adapt are crucial for effectively addressing underperformance and finding solutions that work.

Determine the next steps based on the team member’s progress. If they show improvement, acknowledge their efforts and continue to support their development. If there is little to no improvement despite support and clear expectations, consider more serious actions such as reassigning roles, implementing performance improvement plans, or in some cases, termination. In my experience, having a clear plan for next steps ensures that you handle underperformance systematically and fairly, maintaining team morale and productivity.