Managing Underperformance

I spent an afternoon with a hotel GM whose property increased RevPAR by 40% in eight months without adding a single room. When I asked what changed everything, they walked me to the most unexpected place... 𝐓𝐡𝐞 𝐡𝐨𝐮𝐬𝐞𝐤𝐞𝐞𝐩𝐢𝐧𝐠 𝐝𝐞𝐩𝐚𝐫𝐭𝐦𝐞𝐧𝐭. While most hotels view housekeeping as a pure expense line, revenue-focused properties have quietly transformed their room attendants into their most valuable guest intelligence network. The traditional "clean and flip" mentality has been completely reimagined with stunning financial impact. My conversations with top-performing properties reveal three housekeeping transformations that generate substantial revenue lifts: • Evolving from invisible service providers to guest preference data collectors • Moving from speed-focused cleaning to strategic amenity placement and personalization   • Transforming routine maintenance checks into revenue opportunity identification A mid-scale property I consulted with recently restructured their entire housekeeping protocols around these principles. Within six months, they doubled their spa bookings, increased minibar consumption significantly, and saw dramatic improvements in guest satisfaction scores driving direct booking loyalty. The most fascinating discovery? The hotels achieving the greatest housekeeping-driven revenue gains aren't using complex systems or expensive technology—they're leveraging sophisticated guest psychology through strategic room presentation and targeted communication training. Is your property still measuring housekeeping success by rooms cleaned per hour, or have you begun evaluating their contribution to guest lifetime value and incremental revenue generation? #HousekeepingRevenue #GuestExperience #RevenueOptimization #HospitalityStrategy

Your sales team missed quota again last quarter. Your first instinct? Blame the reps. Fire the underperformers. Hire "better" salespeople. I've seen this cycle destroy hundreds of sales organizations. After analyzing 100+ revenue teams and helping clients generate $950M+ in additional revenue, here's what I've learned: 87% of sales problems aren't people problems. They're system problems. Here are 3 revenue leaks that are killing your numbers 👇 #1 Discovery theater Your reps are asking questions, but they're the wrong ones. They're focused on pain points instead of business impact. They're not quantifying problems or connecting features to financial outcomes. Result: Buyers stay unconvinced because they can't justify the investment. #2 Process chaos Every rep has their own "method." There's no repeatable playbook. Your top performer closes deals through sheer force of personality, but you can't scale that. When they leave, their numbers leave with them. #3 Coaching theater You're having weekly "check-ins" but they're just status updates. No systematic skill development. No data-driven improvement plans. You're managing activities instead of developing capabilities. The real solution is Revenue Intelligence Stop guessing what's broken. Start diagnosing systematically: → Map your actual conversion rates by stage (not your CRM fiction) → Audit what your reps really do vs. what they should do → Identify the specific skills gaps causing deal loss → Fix the systems before you blame the people A company that was a client of mine used this approach to go from $10K average deal size to $250K in 6 months. Same reps. Different system. The millions you're looking for aren't hiding in new hires. They're hiding in your current processes. P.S. Want to identify exactly where your deals are dying? Book a call here to get help: https://lnkd.in/ghh8VCaf

How I witness the actual costs of underperformance as a Sales Leadership Team Coach I've witnessed firsthand the devastating impact of sales team underperformance on corporate success. While missed targets are obvious red flags, the root causes often remain hidden, masked by short-sighted management and quick fixes. Underperformance is about more than just missing sales targets. It can manifest in various ways: - Failing to maximize market potential - Low profit margins due to heavy discounting - Poor customer retention - Lack of new customer growth - Overreliance on existing products - High staff turnover rates Many companies mistakenly believe that more sales training is the answer. However, throwing training at the problem is often like giving a great chef better knives in a messy kitchen with terrible recipes – it won't make a difference. Underperformance often stems from deeper issues: outdated sales processes, subpar products, a toxic work environment, misaligned goals, or a lack of support. These problems create a ripple effect, leading to low morale, lost customers, and dwindling profits. The consequences of neglecting these issues are far-reaching: dropping morale, suffering customers, dwindling profits, and a mediocrity vacuum that expands as standards slip. Top talent leaves, and what's left is a sales force ill-equipped to navigate an increasingly competitive marketplace. As leaders, we must dig deeper to uncover the root causes. Are our people equipped with the right skills? Do their goals align with the company's? Is our work environment supportive? We can transform underperforming teams into high-performing powerhouses by addressing these fundamental issues and fostering a collaborative team culture. This transformation requires commitment, honesty, and a willingness to challenge the status quo. But the rewards – in revenue, morale, and long-term success – are immeasurable. What barriers have you encountered when implementing performance improvement strategies in your organization? How have you overcome them? #salesperformance #salesteam #salescoaching

The best managers are terrific detectives Imagine this scenario: Two employees, Sam and Sarah, both failed to meet several goals last year. Seems like they're in the same boat, right? Well, not necessarily. Behind the scenes, their reasons for underperformance could be worlds apart. Now, picture yourself as their manager. You want to be fair, but you also need to hold your team members accountable for their performance. So, where do you start? It's important to begin with few questions: ·     Is the employee new to the organization? Or Function? Or Role? ·     How was his / her performance in the past? ·     What has changed in the ecosystem – both internal and external? ·     What’s happening in his / her life outside work? ·     How has his / her relationship been – with me and others in the team?   Underperformance can happen due to several reasons: 1.    Lack Fitment to the role. I remember my first job in key account management, I disliked it and didn’t do too well. The reason was not my lack of knowledge or hard skills, but the personality mismatch. A person may also not fit the culture of the organization or function or the team (every team has a subculture with nuances).   2.    Ambiguity Overload that naturally comes with many roles today, or simply unclear on the expectations and deliverables.   3.    Lack of Capability to deliver the role, be it knowledge, critical cognitive or behavioral skills. While with right mindset and resources, anyone can develop the capability, it is important to identify the mismatch and address it.   4.    External Environment can significantly influence performance of an individual, be it dwindling customer pool, entry of new competition, regulatory pressures, difficult terrain… the list can be endless. Within the same organization, people are likely to face varying external pressure.   5.    Interpersonal Issues either with the manager or rest of the team or peers. Does the person feel valued? Recognized for his / her contributions? Or empowered to deliver results? It’s important to reflect on this as it needs effort from all parties to rectify interpersonal issues.   6.    Personal Battles can be varied: ranging from workplace stress and burnout, boredom with the job, to personal issues at home, poor health, or crisis at home. Sometimes life throws a curve ball and all we can do is keep our head above water.   So, here's the bottom line: The root cause of underperformance isn't always obvious. That's why it's crucial for managers to play detective and get to the heart of the matter. Only then can we strike the delicate balance between accountability and fairness. #performanceappraisal #managers #performance #performanceimprovement

Running a hotel isn’t just about welcoming guests when the sun is shining, the holidays are buzzing, or the corporate calendars are packed. It’s also about navigating the quieter moments—the off-seasons—when the demand drops, but the bills don’t. Over the years, I’ve discovered a few creative strategies that have helped us turn “off-season blues” into a vibrant hum of activity. Here’s what works: 1. Tap into local tourism and micro-events When international or out-of-town guests aren’t flocking in, look inward. Partner with local event organizers, small businesses, or community groups to host events, retreats, or workshops. Example: We’ve collaborated with yoga studios to host weekend retreats. These aren’t just room fillers—they create experiences that attract repeat guests. 2. Offer “workation” packages Remote work is here to stay, so why not position your property as the ultimate productivity-meets-relaxation destination? We’ve introduced packages that include high-speed Wi-Fi, quiet workspaces, and even lunchtime room service. The result? Professionals who extend their stays because they realize how much better work-life balance feels at a hotel. 3. Revamp your loyalty program Off-season is the perfect time to show some love to your loyal guests. Offer double rewards points, exclusive discounts, or personalized perks. Not only does this boost occupancy, but it also strengthens long-term relationships. Whether you're a hotelier, a business owner, or someone who deals with seasonal cycles, I’d love to hear how you tackle the quiet times. 

Hey Medical Sales Managers, let's talk about underperforming reps. You know the drill. Numbers are down, so you do what every sales manager since the dawn of time has done - tell them to "just make more calls." Because obviously, having your rep repeatedly crash and burn in front of more prospects is exactly what your territory needs right now. When's the last time you actually went on a sales call with your rep? And no, watching them fumble through that one Zoom call doesn't count. Have you seen how they handle those value analysis committees? (Hint: If they're sweating more than a rookie covering their first OR case, there might be a problem.) The real questions you should be asking: Is your product portfolio aligned with what the market actually wants, or are you pushing a commodity that offers no real advantages over what already exists? Can your reps effectively communicate value propositions, or do they sound like they're reading from a brochure written in 2005? Are they reaching the right decision-makers, or just becoming best friends with the front desk staff? Does each rep possess the specific skills needed for medical sales success, or are they still using the same pitch that worked in their previous job selling office supplies? Here's what's worrying: Too many managers are more of an "expectation setter" than a coach or sales partner. Sure, setting targets is important, but without proper diagnosis and development, you're just yelling "jump higher" at someone who needs to learn proper jumping technique first. Action Step: Shadow your lowest-performing rep for a full day. Yes, a full day. Document specific areas where they excel or struggle. Then put together a plan to address any deficiencies that you'll work on together. When your sales team underperforms, it's as much your responsibility as theirs. Identifying any deficiencies and helping them to address and overcome them moves the needle on sales. And that's why we're all here. __________________ Want your meeting events to be more productive with an ROI? Consider incorporating a comprehensive sales skills refresher at your next national sales meeting. Because let's be honest, another "motivation speaker" talking about climbing Mount Everest isn't what your team needs right now. If you're interested in innovative approaches to sales training that don't involve trust falls or team-building exercises that make everyone cringe, maybe we should talk. DM me or find more info in my profile.

I’ve coached over 700 tech sellers, trained teams at Salesforce, Xerox, and SAP, and ran Pavilion’s Enterprise Sales School. And after all that… I can tell you the 3 things most AEs blame for failure (territory, timing, and talent) are complete nonsense. Here’s what actually kills sales careers + how to fix it: Everyone wants to believe they’re one reorg, one lucky territory, one “hot account” away from hitting quota. But the truth is far simpler... and way harder. I’ve seen reps inherit dead patches and turn them into top-performing regions. I’ve seen others, with “dream accounts,” miss by 50%. Same company. Same product. Same playbook. Different habits. Because success in sales rarely comes down to skill. It comes down to 5 disciplines most sellers never master: 1. Lack of discipline Most AEs only spend 2–3 hours a day on revenue-generating activities. The top 1% do 4–6. That’s the difference between $250K and $500K. Discipline isn’t working hard once a week. It’s doing the right things daily, even when it sucks. 2. Lack of focus Your company will pull you in 100 directions (campaigns, reports, random Slack pings). You need to say “no” 10x more often. Focus means knowing your top 5 accounts and living inside them. The 80/20 rule isn’t theory. It’s survival. 3. Self-centered selling When you focus on “closing,” you lose the buyer. When you focus on helping, you win the deal. The best sellers don’t chase. They serve. They walk into meetings genuinely curious about what their buyer cares about. 4. No plan If you can’t tell me what accounts you’ll close this quarter, who the decision-makers are, and how much pipeline you need to hit your income goal… You’re not in sales. You’re in hope. 5. No support system Most sellers try to go it alone. But elite performance isn’t built in isolation. You need community. Every top performer I’ve ever coached surrounded themselves with others playing at that level. I’ve built that exact community with Untap Your Sales Potential A mastermind of elite sellers who are doubling their income by fixing these 5 areas. If you’re tired of blaming your territory, your manager, or “bad timing”… And you’re ready to build the habits that make success inevitable. Join us for a free LIVE training next week (11/3): “How To Have the Best Q4 of Your Entire Sales Career” I'm showing you the exact system I used to close $1.2M in Q4 starting when I was 50% behind plan. This is our last workshop of 2025. Don't miss it. Register here: https://lnkd.in/gcd8APTr

Confronting an underperforming employee is never easy. Here’s my guide to make sure it doesn’t go off the rails. Schedule a one-on-one meeting with the employee. Send the invite at least one day in advance via email, using a generic title like “Discussion”. Write detailed notes on what you plan to cover in the meeting. Meeting tone: Once the meeting starts, avoid small talk and get down to the matter at hand immediately. Maintain a positive and constructive attitude.  Focus on the facts, the impact, and the solutions. Do not focus on the personalities, the emotions, or point fingers. The beats of the meeting: Open by stating that this is going to be a difficult conversation about their performance issues. Make it clear that the goal of this meeting is to find a way for them to improve. This sets the tone. Next, describe the circumstances that have made this discussion necessary. Be specific about actions, dates and times, and tell them what the impact of their underperformance has been on the business and other co-workers. If applicable, tell them exactly where they’ve violated your policies. Get the employee’s perspective: Do they feel they have the necessary time, support, and resources to perform their job? Has anything changed in the business that has an impact on the employee’s performance? Has anything changed outside of the business, like a personal issue or health problem? Be clear about your expectations: Be specific, e.g. “Your job starts at 8 a.m. from Monday through Friday. You should be at your desk and available to answer client calls by that time every business day.” Together with the employee, make a detailed action plan you both understand and agree on. Set specific steps, deadlines, and targets. Include what you will do to support them. You should both sign and date the document. Schedule several followup meetings to check in on their progress. Once you’re done, update your meeting notes to include everything you discussed. Follow up: Send a recap of the meeting and your agreed upon action plan to the employee immediately after the meeting. If you have any to-do items on your side, get through them ASAP. You want them feeling the urgency of the situation. From there, things will go in one of two directions: Hopefully, the situation will improve. If it does, give that employee recognition. Refer specifically to what they’ve accomplished. Sometimes, things don’t get better. At that point, it’s time to move towards parting ways. — I hope this helps. Thoughts on this process? Comment below!

Last week I led a session on #PerformanceManagement for senior leaders. One of them reached out with the following important question about #PsychologicalSafety in the context of managing underperformance: "Psychological safety is an extremely difficult concept to pin down, especially in a setting where we have to strike a balance between supporting human beings under pressure, while at the same time being accountable for results. I would like to have more guidance on is how one manages the psychological safety element in a situation of underperformance - which often requires (at least partially) withdrawing that safety, to the discomfort of the staff member." Here is my advice to those of you wondering the same thing: In the context of managing underperformance, having psychological safety means feeling that you won't be punished or humiliated for making mistakes or for underperforming. That being said, having a conversation with a supervisor about your performance when you’re not meeting expectations is inherently stressful. It is psychologically difficult for people to focus on where they are coming up short; this undermines their sense of self as a competent person, particularly when they feel that they have been working diligently or when they have been negatively affected by situations beyond their control. While it may not be possible to make a staff member completely comfortable during feedback conversations about underperformance — and indeed, a total lack of discomfort with the status quo may not be optimal for motivating improvement — these conversations are much more likely to achieve their aim of helping the staff member perform at a higher level when the supervisor does the following:   ⋙ Provide Actionable Feedback ⋘ 👉 Give specific, timely, and constructive feedback on performance gaps, not just vague criticisms. 👉 Clearly outline expectations, metrics, and deadlines for improvement. Maintain an empathetic, development-focused tone even as you increase accountability. ⋙ Focus on Development, Not Just Evaluation ⋘ 👉 When addressing underperformance, emphasize how you can support the employee's growth and improvement. Make it clear the goal is to help the employee succeed. 👉 Collaboratively identify obstacles (e.g., by asking questions like, “What is most difficult about this for you?” and “What’s getting in the way?”) and craft a plan to overcome them through coaching, training, or other resources. 👉 Engage the staff member in articulating what help they feel they need and what path forward feels most motivating and productive. This helps to build employee ownership over their plan for improvement rather than thrusting it upon them.

Focus on strategy—not just outcome. It’s better to carefully choose the RIGHT strategy for underperforming leaders than to rush into the wrong one… Many leaders fall into the “Quick Fix Trap,” leaning on the immediate gains of replacement without weighing the longer-term value of development. I’ve seen it firsthand: rushing to replace a struggling leader, only to discover you are in a worse position 6 months later with a new candidate. It’s a tough lesson—and one that can be avoided by focusing internal development first, replacement second. If you always sign up for the quick fix, the chance of sustained success is low. Do you agree? #leadership #management #development #hiring #recruiting #leadershipdevelopment LinkedIn News