►
From YouTube: Managing Underperformance Handbook Interview
Description
Sid (GitLab CEO and co-founder) and Josh (Learning & Development) discuss managing underperformance.
Learn more about GitLab Leadership: https://about.gitlab.com/handbook/leadership/
Learning more about managing underperformance: https://about.gitlab.com/handbook/leadership/underperformance/
A list of topics covered below include:
1. Define what is underperformance
2. How does managing underperformance help GitLab reinforce our values
3. What effect does an underperformer have on the rest of the team
4. Performance standards
5. Failing to spot underperformance
6. Signs of underperforming
7. Tips on managing underperformance
A
Hi
everyone,
my
name,
is
josh
zimmerman
from
get
lab
learning
and
development,
and
I'm
joined
here
with
sid
get
lab
ceo
and
co-founder,
and
today,
during
this
handbook
learning
session,
we're
going
to
be
talking
about
managing
underperformance
now,
managing
and
identifying
under
performance
is
one
of
the
hardest
things
you
have
to
do
as
a
manager,
it's
hard
to
do
it
in
a
way
that
is
timely
and
structured
to
the
report
and
as
a
people
leader.
You
want
to
arrive
to
the
same
conclusion
as
your
direct
report
that
essentially
the
role
is
not
working
out.
A
It's
a
really
really
hard
process.
So
today
we
wanted
to
discuss
what
is
under
performance,
how
managing
it
aligns
to
our
values,
the
impact
it
can
have
on
teams.
What
are
the
signs
and
tips
team
members
and
managers
can
implement
before
it
even
happens
so
sid.
Thank
you
so
much
for
being
here
today.
B
B
B
Yeah,
I
think
it
depends
on
your
definition
of
results,
but
it's
that
you're
hinting
at
is
it?
Is
it
a
very
narrow
view
of
results?
And
that's
not
you
can
have
situations
where
you
have
a
brilliant
someone
who's
achieving
all
their
individual
metrics
is
doing
really
great
they're
having
an
amazing
mra
or
an
amazing
they're,
achieving
a
lot
of
quota,
but
at
the
same
time
they're
not
performing
in
collaborating
effectively
with
the
rest
of
the
company
or
having
creating
an
inclusive
environment.
A
B
I'll
drag
five
out
of
six
values
into
this
in
results.
It's
very
important.
We
measure
results
and
not
hours.
So
when
you're
talking
about
under
performance,
don't
talk
about
like
hey,
I
have
the
feeling
you're
spending
too
little
time
on
deadline
like
that
is
not
your
role
as
a
manager.
Your
role
is
to
set
the
bar
for
like
what
results
need
to
be
achieved
and
hold
people
accountable
for
that
not
for
time
spent
in
the
role
one
of
our
values
is
collaboration
and
a
certain
value
is
give
feedback
effectively.
B
At
a
time,
that's
appropriate
in
in
the
smallest
possible
group
is
very
essential
to
make
sure
that
that
person
can
accept
and
acknowledge
the
feedback
and
take
action
on
then
one
of
our
core
values
is
efficiency
and
the
fewer
people
we
have
in
the
organization.
The
more
efficient
we
are.
The
less
coordination
is
required.
So
if
we
let
up
on,
if
we
lower
our
bar
for
performance,
not
only
will
we
have
the
inefficiency
of
a
person
not
achieving
everything
they
can,
but
also
you,
you
have
much
more
overhead.
B
And
then
the
last
two:
we
want
to
be
an
inclusive
company
and
that
means
holding
everyone
to
the
same
standard.
So
if
you,
if
you
set
objective
standards,
people
know
what's
expected
of
them
and
they
can
hold
to
that.
If
you
have
favoritism
or
you
judge
people
their
performance
based
on
secondary
factors,
it's
it's
unclear
how
people
should
respond
and
you're
much
more
likely
to
have
your
biases
affect
your
evaluation.
B
So
we
want
to
have
a
level
known
playing
field
for
people
and
that
will
create
a
more
inclusive
environment
and
then
the
last
one
iteration,
we
always
say
we
reduce
scope
to
go
fast.
The
go
fast
part
is
very
important.
If
we
don't
go
fast,
we're
going
to
see
work,
expand
and
become
bigger,
because
we
still
need
to
do
the
same
amount
of
work
over
time.
A
B
B
B
B
Although
we
encourage
people
to
kind
of
look
at
that
and
work
with
their
manager
and
don't
don't
yeah
you're
you're
not
responsible
for
the
performance
of
your
peers,
people
will
look
to
the
left
and
the
right
and
say:
okay.
How
am
I
doing
in
comparison?
And
if
you
have
sustained
underperformance
on
the
team,
it
makes
it
feel
like
you're
working
hard
you're
achieving
results,
but
it
doesn't
matter
the
person
who
doesn't
work.
Hard
still
is
it
is.
He
is
paid
the
same
as
this.
The
same
rated
at
the
same
level
and
everything
else
so
distinct.
A
Yeah,
no,
that's
that's
great
and
I
think
too,
like
as
a
people
leader,
I've
been
in
this
position
where
you
know
you
have
an
underperformer
on
your
team
and
you
don't
think
other
people
on
the
team
recognize
that,
because
you're
maybe
closer
to
their
work.
But
in
reality
the
team
members
on
the
team
know
that
that
person's
underperforming
too
typically.
B
Yeah
starting
it
should
be
in
the
jaw
family
like
that's,
where
people
base
applying
to
the
company
on
there.
That's
what
we
what
we
present
to
them.
So
that
should
be
accurate
and
then
set
clear
goals.
So
if
quarterly
goals
in
the
form
of
kpis
and
opr's,
and
then
it
can
also
be
part
of
a
conversation
like
in
the
101
agenda.
A
Yeah,
that's
great,
and
I
think
you
know
the
underperformance
handbook
page
is
is
really
prescriptive
and
there's
a
lot
of
really
great
points
on
there
in
terms
of
how
to
manage
the
process,
I
thought
you
know.
One
of
the
points
I'd
like
to
discuss
deeper
with
you
was
on
the
first
paragraph
in
the
intro
was
there's
a
sentence
that
says
in
all
cases
we
want
a
manager
who
asks
themselves.
The
question
is
this:
the
best
person
I
could
hire
today
to
respond
with
a
yes,
so
I'd
love
to
dive
deeper
with
you
on
like?
B
Some
managing
underperformance
is
not
pleasant.
It's
tough
to
give
people
negative
feedback,
it's
tough
to
receive
it
and
it's
and
it
takes
time
to
help
manage
help
people
to
get
back
up
to
the
required
performance.
So
it's
tempting
as
a
manager
to
let
the
bar
go
lower
and
sometimes
you
intuitively
think
well
they're
not
performing
at
the
required
level.
But
it's
not
a
failure
like
stuff
is
still
happening.
Customers
are
happy.
I
don't
get
any
complaints.
This
is
good
enough,
but
the
buyer
is
not.
Is
this
a
failure?
Are
there
problems?
B
A
B
B
Setting
goals
is
so
important,
so
spend
time
on
setting
goals.
We
had
a
meeting
today
where
there
was
a
goal
proposed.
I
think
it
made
sense.
It
was
a
goal,
a
bonus
dependent
on
it.
I
thought
it
was
an
ambitious
goal,
but
I
still
asked
hey:
this
is
a
numerical.
Can
you
show
me
the
graph,
because
I
want
to
make
sure
that,
as
you
said,
it's,
it
assumes
exponential
growth
instead
of
linear
growth,
because
that's
what
the
project
calls
for
setting
goals
is
one
of
the
highest
leverage
points
you
have
as
a
manager.
B
You
should
invest
appropriate
time
and
then
listen
to
signals.
You're
getting
360
feedback
skip
levels.
Things
like
that.
I
think
one
of
the
that's
one
of
the
things
I
didn't
take
seriously
enough
is
like
people
saying
hey,
I
don't
get
actionable
feedback
from
this
manager
and
that
should
have
been
a
huge
red
flag.
I
didn't
treat
it
serious
enough
and
I
regret
that
those
are
some
ways
to
detect
underperformance
early.
B
Yeah
some
things
that
come
to
mind
are
the
volume
of
the
output,
the
quality
of
the
output,
the
response
time
between
like
an
ask
and
a
delivery
having
clarity
about
the
status
of
the
working
progress
like
as
a
manager.
Are
you
aware,
where
deliverables
are
frustration
of
the
team
member,
getting
frustrated
with
you
as
a
manager
or
with
their
work
with
their
peers?
B
And
other
team
members
starting
to
work
around
them
frequently
other
people
are
very
soon
to
find
out
that
someone
isn't
performing
and
suddenly
work
that
used
to
route
to
them
start
working
around
them
playing
all
the
people
in
the
organization.
Other
people
in
the
organization
want
to
get
their
work
done
and
someone
isn't
delivering
they'll
find
ways
around
it
and
it's
a
big
warning.
A
Yeah
for
sure,
and
I've
definitely
seen
that
in
my
career
and
I
remember
being
on
teams
where
I've
recognized
an
underperformer
and
you
know
kind
of
went
around
them
to
to
get
the
job
done.
I'm
curious,
too.
I
think
another
warning
sign
that
I
think
I
could
add
here.
It's
just
around
motivation
as
well
like,
if
you
see
a
decrease
in
motivation
to
to
get
the
job
done.
Sometimes
that
could
indicate
under
poor
informants
as
well
something
I've
seen
yeah
yeah.
B
You
don't
know
when
they're
coming
into
the
office
when
they're
leaving
whether
they're
sleeping
lunch
things
like
that,
whether
they
have
time
for
a
watercooler
chair
and
it's
hard
to
know
their
emotional
state
and
the
solution
is
ask
about.
How
are
you
feeling
how
you're
doing
and
yeah
in
america
in
american
english
people
will
not
immediately
answer,
so
you
might
have
to
ask
a
second
time.
A
And
I
know
during
the
last
e-group
off-site
you
all
read
the
book
extreme
ownership
and
you
know
there's
a
quote
in
there.
It's
a
little
extreme,
but
you
know
it's.
There
are
no
bad
teams,
just
bad
leaders
and
I
see
a
lot
of
parallels.
You
know
in
the
private
sector-
and
you
know
I
view
coaching
as
one
strategy
managers
can
implement
to
ensure
their
direct
reports
do
not
underperform.
B
Yeah,
I
think,
like
anything
in
life,
is
you're
going
to
change
it.
If
you
have
a
process
around
it
and
you're
you're
likely
to
be
much
more
successful
and
the
best
thing
is
to
help
with
open
questions,
and
it
should
always
be
like
you're
available
to
help
the
report
to
achieve
their
goals.
It's
not
like
you're
putting
the
bar,
you
walk
away.
B
You
might
have
to
dial
it
up
to
two
three
times
a
week,
just
to
make
sure
that
you
have
these
constant
touch
points
for
questions
and
and
it
can
be
beneficial,
especially
in
the
bigger
management
roles,
to
have
an
external
coach.
Where
someone
someone
can
talk
freely
and
it's
it's.
It's
sometimes
harder
to
be
being
a
problem
or
a
concern
that
is
kind
of
not
well
described
to
your
manager
than
it
is
to
an
external
person.
A
For
sure-
and
I
will
say
you
know,
under
the
new
growth
and
development
policy
we
rolled
out
team
members
can
now
actually
use
that
new
policy
towards
professional
coaching
so
definitely
take
advantage.
I
think,
having
a
third
party
to
help
you
out
in
your
careers.
It's
a
great
benefit,
so
you
know
git
lab
we're
continuing
to
scale
and
grow
our
head,
count's
gonna
gonna
get
bigger
and
I
think
one
way
to
mitigate
under
performance
is
during
the
hiring
process.
B
Yeah,
I'm
not
going
to
make
a
how?
How
do
you
do
interviews,
video
right
now,
there's
there's
a
time
and
a
place
for
that.
I
do
think
like
keeping
the
bar
high
is
important
and
in
engineering,
for
example,
they
have
the
criteria.
They
need
to
be
two
strong
yeses,
which
I
think
is
making
sure
that
the
people
who
join
have
a
bigger
chance
of
being
successful,
which
I
think
is
great
for
everyone.
A
B
Yeah,
the
earlier
you
do
it
the
less
awkward,
the
conversation,
the
more
actionable,
your
feedback,
the
easier
it
is
to
receive
and
to
the
more
likely
the
report
will
will
be
able
to
address
it.
So
early
small
actionable
feedback
is
better.
So
if
you're
wondering
you're,
probably
already
too
late,
you
should
have
given
it
and
then,
if
someone
cannot
adjust
to
feedback
and
learn
from
feedback,
they
will
not
be
successful
in
any
organization.
B
No
one
is
perfect.
Everyone
gets
feedback,
the
more
you
do,
the
more
you
achieve,
the
more
feedback
you'll
get
and
it
should
just
be
a
continuous
process
and
I
think
it's
very
normal
to
receive
feedback.
I
shared
my
performance
review
with
the
e-group
to
show
that
everyone
here
gets
feedback.
It's
a
normal
thing.
A
Yeah
and
feedback
goes
a
long
way.
I
can
remember
times
in
my
career,
where
I
was
given
some
really
direct
feedback
and
it,
I
still
remember
it
from
10
years
ago,
because
it
just
made
such
a
big
impact.
So
I
think,
assuming
positive
intent
when
you
receive
feedback
is
always
important
on
both
sides.
A
B
Yeah,
I
think
the
page
discusses
that
well
and
I
think
you
should
like
first
write
it.
So
when
you
present
it
you,
you
kind
of
talk
through
it
verbally,
but
it's
going
to
match
what's
in
the
written
report,
and
I
think
it's
a
really
important
call
out,
like
don't
do
a
performance
improvement
plan.
If
you
don't
think,
if
you
think
it's
more
than
likely
that
they
won't
succeed,
it
is
a
performance
improvement
plan.
It's
not
that
this
is
our
documentation
in
case
in
case
someone
doesn't
want
to
leave.
B
A
Yeah,
that's
really
great
advice,
and
I
think
you
know
it
kind
of
sums
up
everything
that
we've
talked
about
during
this
conversation
in
a
lot
of
ways
you
know
bringing
up
the
underperformance
early
documenting
it
discussing
it,
you
know
being
straightforward,
aligning
clear
goals.
So
I'm
curious
any
closing
advice
that
you
could
share,
maybe
that
we
didn't
cover
today
around
this
topic.
B
Yeah,
I
think
if
someone
is
not
gonna,
not
gonna,
make
it
like
you,
you've
identified
in
the
performance.
You've
discussed
it
you've,
given
them
the
chance
to
improve
they're,
not
making
it
recognize
that
not
only
is
it
better
for
the
company
to
move
on.
It's
frequently
also
better
for
the
report,
their
team
members
might
be
aware.