Confronting underperformance in the workplace can be one of the most uncomfortable challenges for any manager. Yet, during today’s episode of Lessons in Leadership, leadership expert and President of LearnToLead, Dave Anderson, lays out a firm, clear, and respectful framework that empowers leaders to address it head-on—before it leads to long-term consequences or surprise terminations.
Anderson introduces a tactical method he calls “X to Y by When or Else,” a formula designed to eliminate ambiguity when coaching an underperformer. Using a hypothetical employee nicknamed “Five-Car Fred,” who consistently sells six units per month when the minimum expectation is eight, Anderson explains how to lay out performance goals and consequences with clarity and confidence.
"We would sit down and apply what I call X to Y by when or else... Here's where you're at. Here's where you need to be. Here's by when you need to be there. If you're not there, this is what's going to happen." – Dave Anderson
The process starts with direct communication: “Fred, you’ve been averaging six. You need to be averaging eight by [set deadline].” Anderson emphasizes the importance of establishing a firm timeline, such as 30, 60, or 90 days, and following through with a specific consequence if improvement does not occur within that timeframe. Examples of consequences could include termination, probation, or the loss of a privilege.
Beyond accountability, Anderson underscores the value of encouragement. He advises ending the conversation with a “firm belief” statement to reaffirm support for the employee’s potential: “If I didn’t think you could be there by that time, I’d be applying this consequence right now.”
Anderson also pushes back on the idea that this direct approach is harsh. In fact, he argues, it’s more fair than the alternative, which is often vague communication, delayed action, and sudden dismissals that leave employees blindsided. “Harsh,” he says, would be allowing someone to underperform without feedback and then firing them without warning.
Ultimately, Anderson’s framework equips managers to not only confront performance issues but also give their team members a genuine opportunity to improve—with no room for confusion.
