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How to Motivate Low Performers: Unlocking Potential

When someone is not meeting expectations, the answer is rarely as simple as telling them to try harder. A useful starting point is to get clear about the work, stay curious about what may be getting in the way, and offer support while maintaining accountability. For more guidance, see HOW MANAGER MOTIVATE THEIR EMPLOYEES.

Our Unlocking Potential digital guide is a resource for leaders, managers, and teams interested in encouraging better performance. You can use it alongside the practical conversations and follow-through that help turn expectations into action. For further reading, see High Solid Low Performer Guide.

Start With a Clear Picture of Performance

Before you decide how to motivate an employee, identify the difference between what the role requires and what you have observed. “The last two reports were submitted after the agreed deadline” gives you a more useful starting point than “you are not motivated.” Specific examples make it easier to discuss the work without making a judgment about the person.

Review whether expectations were communicated clearly and whether the employee had the time, information, and tools needed to meet them. Consider workload, competing priorities, training, and other circumstances, but avoid assuming you know the cause. An employee may be uncertain about a process, facing an unrealistic volume of work, or dealing with a concern they have not shared.

Choose a private setting and invite their perspective. You might say, “I noticed the last two reports came in after the deadline. How is the process working from your side?” Listen before moving to solutions. Respect their privacy if personal circumstances come up, and focus the discussion on what support or workplace adjustments may be appropriate.

For additional guidance on approaching performance concerns, see Acas’s guidance on managing staff performance.

Turn Feedback Into a Supportive Plan

Good feedback connects an observable behavior to its impact. For example, explain that a delayed report left the team less time to prepare for a client meeting. Then clarify the expected result and ask what would make it achievable. This keeps the conversation centered on work rather than a label such as “low performer.”

Agree on a small number of measurable goals. Instead of asking for “better communication,” you could agree that the employee will flag a likely missed deadline as soon as they become aware of it. Specify who will do what, when progress will be reviewed, and what support you will provide.

A Simple Performance Conversation Framework

Step	Manager action	Example prompt
Clarify	Describe the gap using specific examples.	What is getting in the way of meeting this deadline?
Agree	Choose a clear, achievable goal together.	What would progress look like by our next check-in?
Support	Identify resources or adjustments that could help.	What support would make the biggest difference?
Follow up	Review progress and adjust the plan if needed.	What has improved, and what still needs attention?

Support might mean helping the employee prioritize tasks, arranging coaching, or providing access to a tool the rest of the team uses. Make commitments you can keep, and document the agreed goals and check-in dates so both of you have a shared reference. If your organization has a formal performance process, follow its applicable policies as well.

Build Motivation Through Consistent Follow-Through

Motivation can grow when employees understand the purpose of their work and have a meaningful role in solving problems. Ask for their ideas about how to improve a process or manage competing deadlines. You still set the standards, but involving them in the plan can make those standards easier to act on.

Notice specific progress rather than offering only general praise. “You flagged the scheduling conflict early, which gave us time to adjust” reinforces an action the employee can repeat. Recognition should be sincere and tied to the work, not used to avoid a difficult conversation about remaining gaps.

Keep check-ins regular and proportionate to the situation. Review the agreed measures, ask what is helping, and address setbacks directly. If progress stalls, consider whether the plan needs a change or whether additional action is required under your organization’s policies. Motivation alone cannot fix a missing skill, an overloaded role, or a process that makes success difficult.

Explore the Unlocking Potential Digital Guide

Our Unlocking Potential digital guide is a PDF download for leaders, managers, and teams who want to explore ways to inspire and motivate employees who are underperforming. It is listed at $12.99; visit the product page for purchase details.

Consider the guide as a resource alongside clear expectations, respectful feedback, and ongoing conversations—not as a substitute for understanding the circumstances on your team. The right next step may be a coaching conversation, a change in priorities, or a closer look at the resources available to an employee.

For a separate resource focused on personal finance, our team also offers Money Moves: The Empowered Woman’s Guide to Financial Literacy. It addresses a different topic from workplace performance and is listed at $19.99.

FAQ

How do you motivate an employee who is underperforming?

Start with a private conversation, clarify expectations, and listen to the employee’s perspective. Identify barriers together, agree on achievable goals, and schedule follow-ups with appropriate support.