To Coach or Cut?
Addressing performance problems is the most uncomfortable and challenging part of being a manager, but knowing when to let go is a critical skill.
In mission-driven organizations, leaders often face a deeply human challenge: how to support a struggling employee while also protecting the integrity and momentum of the team. The instinct to offer second (and third, and fourth) chances is strong - especially in nonprofit and service environments where empathy and inclusion are often core values. But at what point does support become a disservice to the broader mission?
This question doesn’t have a one-size-fits-all answer, but effective management requires knowing when an employee’s challenges can be coached, supported and addressed effectively, and when it’s time to cut the cord. This kind of leadership requires clear thinking, compassionate leadership and alignment with organizational values.
Start with curiosity, not judgment
Before jumping to conclusions, ask: What’s really going on at the root? Performance issues often signal deeper challenges - burnout, unclear expectations, role misalignment, or personal extenuating factors. A supportive one-on-one conversation, framed with empathy and curiosity, can uncover root causes that may be easy to address, or provide clarity around larger areas of challenge that may need more time.
And shining the light on your own role in the situation (How much of this is a management issue versus an employee one?) is a critical tool to ensure the problem you’re trying to solve is the correct one. If you need to tighten up your own practices, this is a great moment to own that and move forward with your personal next steps. It’s OK to ask for help from your own manager in this moment!
Clarify expectations and offer support
If the employee genuinely wants to improve and the root issues are workable, this is a moment for clear coaching from you, the manager. Reaffirm expectations and how far the employee is from meeting them. Take the time to outline a path for success that includes the support that you’ll be providing to improve performance. This isn’t about micromanagement; rather, it’s about partnership.
Then, to make ongoing coaching work, set timelines for improvement and provide regular feedback at agreed upon points. If you’re not utilizing a weekly 1:1 check-in, now is the time to incorporate this critical practice! Most importantly, be honest and clear about what success looks like and whether the employee is on track to meeting your bar.
(re)Assess commitment and fit
Is the employee invested in growing with the organization? Do their values still align with the team’s purpose? In high-trust cultures, accountability is mutual. If someone is no longer motivated or aligned, continued support can feel like a slow drift rather than a strategic move.
Ask yourself:
Have I truly communicated expectations and progress clearly and consistently?
Have we provided the tools and time needed for improvement?
Is the staffer interested in growing and can they take feedback?
Has there been meaningful progress?
If the answer is no, despite repeated efforts, it may be time for a different conversation.
When letting go is the right move…
Releasing an employee doesn’t mean you’ve failed them. In fact, it may be the most respectful decision for everyone involved. When someone is no longer thriving in their role and coaching has not led to progress, holding on too long can erode individual and team morale, not to mention creating inequity for high-performing team members who pick up the slack.
Letting go with empathy, dignity and clarity can open the door for the individual to find a better fit elsewhere while allowing your team to maintain momentum and cohesion. (But do consult your lawyer first!)
This feels hard because it is hard!
And? Great leaders balance empathy with accountability. They don’t rush to dismiss, nor do they delay hard decisions out of discomfort. The choice to coach or let go hinges on honest reflection: What’s best for the person, the team and the mission?
If you find yourself or your team consistently struggling with performance problems, let’s talk about how to support your managers in their coaching and feedback practices.
