The Power of Partnership: Fixing Performance Issues Together

Handling performance issues at work can be tricky. The usual playbook is top-down: leaders spot a problem, design a fix, and tell everyone to follow it. It sounds efficient—but it often doesn't stick. Why? Because it skips the most important ingredient: real buy-in from the people doing the work.

There's a better way. When managers and employees solve problems together, solutions tend to be smarter, longer-lasting, and more meaningful for everyone.

Why top-down fixes fall short

When changes are handed down like orders, people can feel like test subjects instead of trusted teammates. That can lead to:

• Lack of ownership: People might follow the rules but not believe in them. You get quick compliance, not real change.
• Resentment and low morale: If folks feel unheard or misunderstood, trust drops—and so does enthusiasm.
• Incomplete solutions: Leaders often know the "what." Frontline teams know the "how." Without both, fixes can miss the mark or ignore the root cause.

Why solving it together works

Shifting from monologue to dialogue changes everything. When everyone agrees on the problem and the plan, momentum builds.

1) Shared ownership

When people help shape the solution, it becomes "our project," not "management's initiative." That pride and ownership turn teammates into champions of the change.

2) Solving the real problem

Performance issues are often symptoms—of clunky processes, missing tools, or fuzzy expectations. Open conversations bring clarity: leaders share goals, teams share realities, and together you target the root cause.

3) Trust and respect grow

Inviting employees into the process says, "We value your experience." That builds psychological safety—people feel comfortable raising concerns and sharing ideas. Trust fuels better ideas and faster problem-solving.

4) Wins everyone can feel

Co-created solutions come with shared success metrics. Leaders see the numbers move. Teams feel the day-to-day benefits—smoother workflows, fewer frustrations, clearer goals. Those wins make the next challenge easier to tackle.

How to move forward

This shift asks leaders to facilitate more and dictate less. It starts with genuine curiosity:

• "What are the biggest obstacles you're facing?"
• "What do you think is causing this?"
• "What ideas do you have for improving it?"

When you approach performance issues as partners, you don't just fix problems—you build a stronger, more engaged team. When everyone agrees on the destination and helps draw the map, the journey gets smoother—and a lot more rewarding.