“She’s great with student issues, but always behind on her reports.”
“He’s so helpful during events, but he’s slow to respond to emails.”
“They bring energy to team meetings, but they spend hours on small projects while ignoring the bigger stuff.”
If you’ve found yourself thinking something like this, you’re not alone. It’s tempting for managers to overlook inconsistent performance, especially when employees are strong performers who contribute to the team’s efforts and have great relationships with the team. However, letting those gaps persist, especially when they involve work that’s less exciting or more ambiguous, can quietly erode team performance and culture.
So why do we let it slide? One reason often cited is time, but more often, the real reasons run deeper. Maybe you are concerned about losing a valued employee who has strong skills in other areas. Maybe you are uncomfortable giving tough feedback because you value a collegial atmosphere. Or maybe it just feels easier not to rock the boat.
The problem, of course, is that avoiding accountability conversations doesn’t make the issue disappear. Instead, it sends a message that certain responsibilities are optional, and as a result, it undermines both your leadership and your team.
The hidden costs of uneven performance
When employees consistently prioritize favorite tasks and leave the rest undone or delayed, their skills narrow to a smaller set of responsibilities. Over time, they may become less equipped or less willing to fulfill the full scope of their role. That’s a risk for the individual and the department. It’s also unfair to the rest of the team who may have to compensate by taking on extra work or facing the consequences of missed deadlines and unfinished tasks. What begins as a reasonable short-term trade-off can turn into a long-term performance gap.
Don’t save feedback for the annual review
Feedback during a performance review discussion should never come as a surprise. The end-of-year review is too late to address performance gaps that may have lingered for months. Instead, use ongoing conversations to reinforce expectations and progress. That’s how employees improve, and how you make coaching a habit, not a special event.
Leading through accountability
Accountability doesn’t mean conflict. In fact, when done well, it can strengthen relationships, clarify expectations, and build trust. “Letting it slide,” on the other hand, creates frustration for both for you and the team.
Ultimately, accountability is an act of leadership, not control. It signals that you care enough to be honest and that you believe in someone’s potential enough to hold them to a higher standard. By approaching performance gaps with clarity, compassion, and consistency, you model what effective coaching looks like and strengthen the performance culture of your team.
