One issue I’m seeing over and over again in coaching and consulting sessions is this:
A great employee gets promoted… and then they start to underperform.
They were once your go-to person. Dependable. Proactive. A team player.
Now? They seem unsure. Miss deadlines. Drop the ball. You feel frustrated—and maybe even a little betrayed.
But when we dig into the situation, here’s what I usually uncover:
It’s not that the person changed. It’s that the clarity did.
You Can’t Hold Someone Accountable to a Job They Don’t Understand
In so many organizations, promotions happen without structure. Someone does great in their current role, so they get bumped up—often without a new job description, clear goals, or updated expectations.
Suddenly, your A-player is operating in a totally different job… without a roadmap.
And when they underperform, it looks like a people problem.
But it’s really a clarity problem.
Even when a new job description is provided, it’s often vague or incomplete. And the transition conversations that need to happen—about responsibilities, authority, communication cadence, success metrics—are skipped in the rush of day-to-day business.
So now your once-thriving employee is left trying to “figure it out,” and your leadership team is quietly stewing, wondering why they’re no longer delivering.
Start with the Process, Not the Person
The first thing I do when a leader brings me a performance issue is simple:
We go back to the beginning.
- What role did this person originally fill?
- What changed?
- Was a new role defined in writing?
- Were expectations clearly communicated and agreed upon?
- How is performance being measured today?
If the answers to these questions are fuzzy, we’re not dealing with a personnel issue—we’re dealing with a process problem.
Too often, I find the root of the “problem employee” is actually a lack of structure. No updated job description. No clarity around authority or accountability. No shared definition of success.
The employee isn’t failing.
They’re trying to do their best in a role that no one has clearly outlined.
Redefine, Then Realign
The fix? Define it. Together.
If the job description is outdated or unclear, rewrite it. Don’t do it in a silo—bring the employee into the process.
Review it line by line together. Clarify responsibilities. Outline how performance will be measured. Answer questions.
And most importantly—get
buy-in.
The same goes for broken or ambiguous processes. If there’s friction, missed expectations, or ongoing confusion—it’s time to step back and rebuild the system.
Bring in the people who are part of it. Listen to their insights.
Invite their input so they feel ownership over the outcome.
Because
when people feel ownership, they step up.
And when roles and processes are clear, you no longer have to micromanage. You get to trust.
Clarity Builds Confidence and Accountability
When there’s structure, trust flows both ways.
Employees know what’s expected of them—and how to succeed.
Leaders can step back and lead, rather than chase down loose ends.
And the business gets stronger from the inside out.
That’s the power of clarity.
So the next time you’re dealing with a performance issue or communication breakdown, pause before jumping to conclusions about the person.
Ask:
- Have we defined the role clearly?
- Have we outlined expectations in writing?
- Have we agreed on how success is measured?
- Have we had a recent check-in to realign?
Because in my experience,
what looks like a people problem is usually a clarity problem in disguise.
Want Help Clarifying Roles, Processes, or Accountability on Your Team?
If you're a founder, executive, or team leader who’s tired of frustration and ready for clarity, let’s talk. I offer 1:1 coaching and consulting to help identify what’s really getting in the way—and how to fix it.
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Let’s simplify the chaos and get your team back on track—with clarity, structure, and confidence.
