Let’s be real for a second. Hybrid work is a bit like trying to bake a soufflé while someone keeps opening the oven door. It’s delicate, it’s messy, and when it goes wrong—well, you notice. One of the biggest headaches managers face today? Spotting and fixing underperformance when half the team is in the kitchen and the other half is on Zoom. It’s not just about “bad hires.” It’s about systems, signals, and sometimes, just plain awkwardness.
So, how do you manage underperformance when you can’t just walk over to someone’s desk? You adapt. You get creative. And honestly, you stop pretending that a weekly check-in is enough.
The Hybrid Performance Blind Spot
Here’s the thing—underperformance in a fully office-based setup was easier to catch. You saw the body language. You heard the sighs. You noticed who was always “just finishing up” while everyone else left. In a hybrid world, those cues vanish. Or worse, they get distorted.
You know what I mean? That employee who looks busy on Slack but deliverables keep slipping? Or the one who’s brilliant in the office two days a week but goes radio-silent the rest? That’s the blind spot. And it’s not malicious—it’s structural.
Key insight: Underperformance in hybrid teams isn’t always about laziness. Often, it’s about misalignment, isolation, or unclear expectations. The fix starts with rethinking how you define “performance” itself.
Output vs. Presence: The Old Metrics Are Dead
We need to stop measuring “time spent” and start measuring “value created.” Sounds obvious, right? But so many managers still default to tracking hours logged in or green dots on Slack. That’s not performance—that’s surveillance.
Instead, try this: define 3 to 5 concrete outcomes per role per quarter. Not tasks. Outcomes. Like, “Reduce customer response time by 15%,” not “Answer 50 emails a day.” When you shift to outcomes, underperformance becomes visible—even if the person works from a hammock in Bali.
Spotting the Signs (Before It’s Too Late)
Underperformance in hybrid environments doesn’t always scream. It whispers. Here’s what to listen for:
- Disappearing acts: Long gaps between responses, missed async updates, or a sudden drop in communication frequency.
- Quality dips: Work that’s technically “done” but feels rushed or sloppy. More typos. Less thought.
- Defensiveness: When feedback is met with excuses or blame-shifting—especially in one-on-ones.
- Withdrawal: That person who used to share ideas in Slack now just reacts with a thumbs-up emoji.
These aren’t proof of underperformance—they’re signals. And signals need context. Maybe they’re burnt out. Maybe their home setup is chaotic. Maybe they just don’t know what “good” looks like anymore.
How to Have the “Underperformance Talk” (Without Making It Weird)
Let’s face it—nobody loves this conversation. But in a hybrid setting, avoiding it is even worse. Silence breeds confusion. So here’s a framework that actually works:
Step 1: Gather Data, Not Assumptions
Before you schedule that call, look at the evidence. Not gossip. Not “vibes.” Hard data: missed deadlines, incomplete projects, customer complaints. But also—look for patterns. Is it every Monday? Every full moon? Context matters.
Step 2: Use the “SBI” Model
Situation, Behavior, Impact. Example: “In last week’s sprint (situation), you submitted the report two days late without notice (behavior), which delayed the client presentation (impact).” No judgment. Just facts. Then pause. Let them respond.
Step 3: Co-Create a Fix
Don’t just hand down a plan. Ask: “What do you think is getting in the way?” and “What support do you need?” Sometimes the answer is “I need a quieter space to focus” or “I’m unclear on priorities.” You’d be surprised how often underperformance is just a resource problem in disguise.
Pro tip: Do this on video, not chat. Tone gets lost in text. And please—don’t do it on a Friday at 5 PM. That’s just cruel.
Tools and Tactics That Actually Help
You don’t need a fancy software suite. But a few intentional practices can make a world of difference. Check this out:
| Tactic | Why It Works | Example |
|---|---|---|
| Async stand-ups | Reduces meeting fatigue; creates a daily record | Slack bot asking for 3 bullet points by 10 AM |
| Shared dashboards | Makes progress visible to everyone | Trello or Notion board updated weekly |
| Bi-weekly 1:1s | Builds trust; catches issues early | 30-min video call with no agenda—just check-in |
| Peer feedback loops | Reduces manager bias; surfaces blind spots | Anonymous pulse survey every 2 weeks |
Notice I didn’t mention “time tracking software.” That’s because trust beats surveillance every time. If you’re at the point where you need to monitor keystrokes, you’ve already lost.
The Role of Culture in Underperformance
Here’s a hard truth: sometimes the environment is the underperformer, not the person. Hybrid cultures that are “out of sight, out of mind” breed disengagement. If your team feels like they’re on a deserted island, performance will sink.
So what do you do? You over-communicate. You celebrate small wins publicly. You make sure remote folks aren’t left out of hallway conversations (literally—invite them to the Slack thread). And you model vulnerability. Say things like, “I’m struggling with focus today too.” It humanizes you. It lowers the pressure.
I’ve seen teams turn around simply because the manager started sharing their own mistakes. It’s weirdly powerful.
When It’s Time to Let Go
Not every story has a happy ending. Sometimes, despite coaching, clarity, and support, the person just isn’t a fit. And that’s okay. In fact, keeping someone who’s chronically underperforming hurts the whole team—especially in a hybrid setup, where resentment can fester silently.
But before you pull the trigger, ask yourself:
- Have I given clear, documented feedback at least 3 times?
- Have I offered concrete support (training, tools, schedule flexibility)?
- Have I checked my own biases? (Is this person struggling because they’re remote, or because they’re actually not performing?)
If the answer is yes to all three, and nothing changed—it’s time. Let them go with dignity. A bad fit for your team might be a great fit somewhere else.
A Final Thought (No Fluff, I Promise)
Managing underperformance in hybrid environments isn’t about cracking the whip harder. It’s about seeing people clearly—even through a screen. It’s about creating systems that make success obvious and failure hard to hide. And yeah, it’s about having those awkward conversations with empathy instead of blame.
Because here’s the deal: hybrid work isn’t going anywhere. The teams that learn to manage performance with nuance, not fear? They’ll be the ones thriving. The rest will just be… busy.
And honestly? That’s the underperformance we should all be worried about.
