I try to treat people who report to me as I’d want to be treated. And that’s tough truths, delivered gently and with compassion, along with the path out.
It’s like finding someone who’s lost, but doesn’t know it. Letting them continue on unaided is callous. Calling them an idiot for getting lost is unhelpful. Giving them a map and checking in with them is the decent thing to do.
You'd be surprised how people can actually turn it around when told - hey you're performance isn't meeting expectations for this role, here are some things you can do to improve, here are some specific examples where you've fallen short, and then let them give any feedback they have and then take some time to digest the conversation.
I've found a lot of managers don't really give feedback in a way that is clear & actionable. Some assume that bad performers are either 1) aware they are performing badly or 2) just unable to perform any differently. So either 1) resentment at the bad performer for "gaming the system" or 2) "soft bigotry of low expectations" that the idiot can't help themselves. A lot of these managers put aside their low performers as a lost cause and spend all their time trying to make their A player perform A+. The ROI of making an D player into even a C+/B- is much higher!!
My attitude for management is “I hire adults to do an adult job, and if they can’t do that (even with assistance), it’s time to part ways.”
I have never had to sideline anyone. Either they perform, respond to constructive feedback, or they’re gone. I don’t have the time or mental energy to do anything else.
It’s like finding someone who’s lost, but doesn’t know it. Letting them continue on unaided is callous. Calling them an idiot for getting lost is unhelpful. Giving them a map and checking in with them is the decent thing to do.