Having worked with hundreds of clients in a range of businesses and organisations over the past three decades, one consistent challenge is under-performance.  This can result from a variety of causes, from being promoted too soon, struggling to meet performance expectations, a loss of motivation, strained colleague relationships, to stress and burn out.

When I am asked to coach someone described as a "poor performer," my first step is to check if coaching is the right approach. Poor performance is often attributed to attitudinal and behavioural issues, rather than a lack of skills or expertise which might actually be the case. Addressing underperformance also requires a deeper understanding of the employee’s motivations, perceptions, and emotional reactions. Again this is often overlooked.