Leaders must tell underperforming team members what's wrong instead of quietly fixing their mistakes. No one reads minds. Define roles and outcomes clearly so you can give specific feedback instead of vague frustration.
So manage up or manage out means there is a performance gap, right? We need expectations and performance to be all the way up here. The person in the role is performing down here. What do we do? The very first step is that you immediately address the problem. Immediately, right? Generally, we as founders, it's such an uncomfortable thing to have to talk about it, and it's generally just like easier and faster for us to just get in there and fix it ourselves that we let these things slide. But the challenge is that our team has no idea that they just fucked up. No one is a mind reader, right? So while you're over here getting more and more frustrated and more and more resentful, your team has no idea that they're doing something that's pissing you off. Our job as leadership is to offer them clarity around where is the performance gap. And this goes back to role clarity, right? If we have a clearly defined set of outcomes and this is what success looks like in the role, that we have something that we can fall back on and say, hey, these are the expectations.
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