How do you know when someone needs more coaching versus when you've made a hiring mistake? Look for three signs: (1) They're missing one of Patrick Lencioni's core virtues (Humble, Hungry, or Smart) and it's not improving, (2) You're having the same coaching conversation on repeat with no change, and (3) Your high performers are asking pointed questions about this person. If it's a hiring mistake, handle the transition with dignity: be clear about the decision, own your part, focus on what's next, and communicate to your team only after the person has left.

Episode Description

How do you know if someone just needs more coaching, or if you made a hiring mistake? When should you stop giving them "more time" and acknowledge it's not a fit? And how do you handle the transition without creating legal liability?

Most leaders wait too long on bad hires because they don't want to give up on people. They keep coaching, keep hoping, keep giving "one more quarter" for things to turn around. But here's the truth: You can coach skills, but you can't coach culture fit, intrinsic motivation, or fundamental character traits.

In this episode, Colby breaks down the critical difference between performance issues (fixable) and hiring mistakes (not fixable). You'll learn Patrick Lencioni's Humble, Hungry, Smart framework for identifying when someone is missing a core virtue, why Kim Scott's "Ruinous Empathy" explains why we avoid these decisions, and Brené Brown's principle that "clear is kind" when it comes to transitions.

Plus, the exact four-step framework for handling the transition with dignity while protecting yourself legally.

Key Takeaways

• The difference between performance issues (what someone does) and hiring mistakes (who someone is)
• Patrick Lencioni's three virtues every team player needs: Humble, Hungry, and Smart
• The three signs it's a hiring mistake, not a performance issue
• Why "Ruinous Empathy" keeps us coaching too long on bad hires
• The four-step framework for transitioning someone out with dignity
• Critical legal consideration: Don't communicate to your team until after the person has left

Who This Episode Is For

Middle managers and executives who've been coaching someone for months with no improvement, who are wondering if they should keep trying or acknowledge it's not a fit, and who need a clear framework for making the call and handling the transition professionally.

Connect with Colby

• Website: nxtstepadvisors.com
• LinkedIn: linkedin.com/in/colbymorris

Coming in April 2026: A second weekly episode featuring interviews with leaders sharing actionable tools they've learned throughout their careers. Plus, the YouTube version of The Things Leaders Do podcast!

• Colby's LinkedIn Profile
• Things Leaders Do Instagram

How do you actually have a performance conversation with an underperforming team member? Use a six-step framework: (1) Schedule it without drama, (2) Start with specific observations, (3) Listen to understand the root cause, (4) Name the impact clearly, (5) Create a specific plan together, and (6) End with a clear recap. Then follow up the next week—not when you remember, but when you said you would. The conversation without follow-up is just theater.

Episode Description

What do you actually say in a performance conversation? How do you start without putting someone on the defensive? How do you know if it's a skill issue, a resource issue, or a motivation issue—and why does that matter?

Most managers know they need to have the conversation, but they have no idea what to say. They end up going too soft (nothing changes) or too hard (the person shuts down). Neither works.

In this second part of a two-part series, Colby walks through the exact six-step framework for having the early intervention conversation. You'll learn what to say to start it, how to listen for what's actually wrong, how to create a clear plan together, and—most importantly—how to follow up so the course-correction actually sticks.

If you haven't listened to Part 1 yet, start there to learn when to have this conversation and why addressing issues immediately matters.

Key Takeaways

• The six-step framework for having the performance conversation
• How to schedule it without making it feel like they're getting fired
• What to listen for: skill issue, resource issue, priority issue, motivation issue, or personal issue
• Why you need to name the impact clearly (not just the behavior)
• How to create a specific plan with specific deadlines
• The follow-up strategy: check in next week, look for progress not perfection
• When to escalate vs. when to keep coaching (3-4 weeks is the timeframe)

Who This Episode Is For

Middle managers who know they need to have a performance conversation, who want the exact words to use so they don't go too soft or too hard, and who need a follow-up strategy that actually works.

Connect with Colby

• Website: nxtstepadvisors.com
• LinkedIn: linkedin.com/in/colbymorris

Missed Part 1? Go back and listen to learn when to have the conversation and why early intervention is the kindest thing you can do.

• Colby's LinkedIn Profile
• Things Leaders Do Instagram

Quick Answer

When should you have a performance conversation with an underperforming team member? Address it immediately the first time you notice an issue—not the third or fourth time. The first time, approach it with curiosity: "What happened?" The second time, express concern and document the conversation. Waiting only makes the problem worse for everyone involved.

Episode Description

How do you know when it's time to address underperformance? What are the early warning signs that someone's struggling? Why does waiting to have the conversation make everything worse?

Most managers wait too long to address performance issues—hoping the problem will fix itself or waiting for the "perfect time" to bring it up. But waiting doesn't help. It just lets small issues escalate into formal performance problems.

In this first part of a two-part series, Colby shares the four signs that tell you it's time to have the conversation, why you need to address issues immediately (the first time, not the third), and why early intervention is actually the kindest thing you can do for someone who's underperforming.

This episode sets the foundation. Next week, Part 2 will give you the exact framework for what to say and how to follow up.

Key Takeaways

• The four signs that tell you it's time to have a performance conversation
• Why you should address issues the first time you notice them—not wait for a pattern
• The immediate intervention approach: first time with curiosity, second time with documentation
• Why waiting makes the problem worse (the timeline of doom from Week 1 to Week 12)
• Why early intervention is actually kinder than avoiding the conversation
• Key statistics: Employees are 3.6x more likely to do outstanding work with daily vs. annual feedback (Gallup)

Who This Episode Is For

Middle managers who've noticed someone on their team underperforming, who want to know when to intervene, and who need the confidence to address issues early instead of waiting until they become formal HR problems.

Connect with Colby

• Website: nxtstepadvisors.com
• LinkedIn: linkedin.com/in/colbymorris

Don't miss Part 2 next week where Colby walks through the exact six-step framework for what to say in the conversation and how to follow up to make sure it sticks.

• Colby's LinkedIn Profile
• Things Leaders Do Instagram