Addressing Underperformance: How Managers Can Step Up Using the DESC Model

By Gerry Murray 

Dealing with underperformance can be one of the most challenging aspects of managing a team. When an employee isn’t meeting expectations, it’s crucial to address the issue quickly and effectively—before it negatively impacts the team and overall productivity. The DESC model (Describe, Explain, Specify, Consequences) is a structured approach that can help guide these tough conversations. 

In this article, we’ll explore: 

•   How to recognize and address underperformance. 
•   How to use the DESC model to tackle performance problems. 
•   Tips for navigating difficult conversations with underperforming employees. 

What Are the Early Signs of Underperformance? 

Underperformance doesn’t usually happen overnight — it tends to develop gradually. As a manager, it’s important to spot the signs early so you can address issues before they escalate. Some of the early signs to watch for include: 

•   Missed Deadlines: Consistently missing deadlines can be an early indication of underperformance, especially when there are no valid reasons. 
•   Declining Quality of Work: When the quality of an employee’s work drops noticeably, whether in accuracy, attention to detail, or meeting standards, it’s often a sign of disengagement or capability issues. 
•   Lack of Initiative: Employees who previously showed initiative but now seem disengaged or passive could be struggling with performance or motivation. 

 The sooner you recognize these warning signs, the quicker you can intervene and offer support. 

How Do You Use the DESC Model to Address Underperformance?

The DESC model is a straightforward, structured approach for addressing underperformance. Here’s how each step works: 

1.   Describe the Behavior: Start by clearly describing the behavior or performance issue. Stick to the facts — don’t make assumptions about the employee’s intentions. For example: 

•   “In the past month, I’ve noticed that you’ve missed three important deadlines on key projects.” 

2.   Explain the Impact: Next, explain the impact that the behavior is having on the team, the project, or the business. This helps the employee understand why the issue needs to be addressed. For example: 

•   “When these deadlines are missed, it delays the rest of the team and causes our clients to lose confidence in our ability to deliver.” 

3.   Specify What Needs to Change: Provide clear, specific instructions on what the employee needs to do differently moving forward. The more detailed and actionable your expectations, the better. For example: 

•   “Going forward, I need you to provide progress updates every two days and flag any potential delays early, so we can adjust our timelines if necessary.” 

4.   Outline the Consequences: Finally, explain what will happen if the behavior doesn’t change. This step is critical for holding employees accountable. For example: 

•   “If we don’t see improvement in meeting deadlines within the next two weeks, we’ll need to discuss a formal performance improvement plan.” 

The DESC model provides a clear framework for handling difficult conversations, helping you address underperformance in a constructive and professional manner. 

How Can You Navigate Difficult Conversations Constructively? 

While the DESC model offers a structured approach, the way you deliver the message can make all the difference. Here are some tips for making the conversation as constructive as possible: 

• Stay Calm and Professional: It’s important to keep your emotions in check during the conversation. Stay calm and focused on the issue, not the person. This ensures the conversation remains professional and focused on improvement, rather than blame. 
• Listen to the Employee’s Perspective: While you may have clear concerns, it’s essential to listen to the employee’s side of the story. There may be personal or professional reasons behind the performance issues, such as workload challenges, health problems, or skill gaps. Show empathy while maintaining accountability. 
• Offer Support: Make sure you offer solutions or support to help the employee improve. This could include additional training, coaching, or a temporary adjustment to their workload. The goal is to help them succeed, not just to penalize them.  
• Follow Up: After the conversation, follow up regularly to ensure that progress is being made. Reinforce positive changes and address any continuing issues as soon as they arise. 

Master the Essentials 

Recognize the early signs of underperformance, such as missed deadlines or declining work quality, so you can address issues before they escalate. 

• Use the DESC model (Describe, Explain, Specify, Consequences) to guide difficult conversations and provide clear, actionable feedback. 
• Navigate performance conversations with empathy and professionalism, ensuring that you listen to the employee’s perspective and offer support where necessary. 

This article is adapted from our Team Leader Essentials program. To learn more about this program download our brochure or book a short call.

Next Article: Handling Workplace Challenges: A Guide for New Managers 

Managing underperformance is just one part of leading a team. In our next article, we’ll dive into handling more complex workplace challenges, such as conflicts and difficult situations, so you can lead with confidence. 

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