How to Address Underperformance With a Direct Report: Manager Script
The most common mistake managers make is waiting too long and then delivering a shock. This script creates a documented, fair process that protects both the employee and the manager.
The SBI Framework: Step by Step
- 1
Situation: Name the specific area of underperformance with dates and context. No general character assessments.
- 2
Behavior: Describe the gap between expected performance and observed performance in measurable terms.
- 3
Impact: Explain the downstream effects on the team, product, or customers — not just personal disappointment.
- 4
Path forward: Offer a clear improvement plan with specific, observable goals and a timeline. Clarify consequences if the plan isn't met.
Word-for-Word Sample Script
"I want to talk with you about your performance. I want to be direct because I think you deserve that, and because I want to give you a real chance to succeed here."
"Over the past [time], I've observed that [specific performance gap — e.g., 'three of the last five reports were submitted late' / 'client satisfaction scores for your accounts have dropped from X to Y']."
"The impact this is having is [impact on team/clients/business]. This isn't sustainable."
"I want to be clear: I'm not here to fire you today. I'm here to give you a clear path to turn this around."
"Here's what I need to see: [specific, measurable goals] by [date]. I'll check in with you [weekly/bi-weekly] to track progress. Are you clear on what's expected?"
Adapt these lines to your situation and voice — the structure matters more than the exact words.
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Prep My Conversation Free →Frequently Asked Questions
Should this be documented?
Yes. Send a written summary after the conversation. This protects both parties and creates accountability. Frame it as support, not a threat.
What if they say they weren't aware of the expectations?
Take that seriously. If there's a legitimate gap in clarity, own it: 'That's fair — let me be explicit about what I need from here on out.' Then document the expectations going forward.
When does this become a formal PIP?
When informal conversations haven't produced change over 30–60 days, or when the underperformance is severe enough that termination is a realistic outcome. Involve HR before moving to a formal PIP.