Moment 02

First underperformer on the team

4 min readSourced from 5 Anthropic managersLast updated May 2026

Diagnosis

What's actually happening

One feedback conversation wasn't enough. The pattern is continuing. You're now managing around this person, redistributing their work to others, or lowering the bar without admitting it. The team notices, even if nobody says anything.

This is where first time managers lose the most time. Not because they don't act, but because they act too slowly. Every week of delay costs you credibility with the people who are performing.

“I spent three months trying to coach someone up. My best engineer left during that time. She told me in her exit interview she didn't think I held the bar.”
Research Lead, Anthropic · 14 months tenure

Intervention

How to navigate this

Separate the person from the pattern

You're not judging their character. You're naming a sustained gap between role expectations and output. Document specific examples from the last 4 to 6 weeks with dates and deliverables.

Set a concrete improvement window

Two to four weeks with weekly checkpoints. Be explicit about what success looks like at the end. Vague plans produce vague outcomes.

Tell your People partner early

Don't wait until you've decided to exit the person. Loop in your People partner when you first see the pattern. They can help you build a fair process and avoid common mistakes.

Protect the rest of the team

Acknowledge the load others are carrying without naming the underperformer. Make sure your top performers feel seen. Their patience is not infinite.

What Good Looks Like

The difference between good and common

What good looks likeThe person either improves measurably within the window or transitions out with dignity. The team trusts that the bar is real. Your People partner confirms the process was fair and documented.

What usually happensThe improvement plan is vague and stretches to three months. The person improves slightly then reverts. Meanwhile, the team's trust in your judgment erodes. The eventual exit is messier and more painful for everyone.

Built from internal interviews
Sourced from five managers across Research and Engineering who managed underperformance in their first year, including two who handled exits. Validated by People team.