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3. Go into your first “low performer” meeting armed with concrete data. Know exactly where the low performer stands in terms of sales numbers. Regular use of a public scoreboard not only sparks healthy competition, it lets people know exactly where they stand at all times.
4. Determine whether the problem is skill or will by asking open-ended questions. For example: Why do you think your performance is so low? Where have your challenges been lately? What made you come to work here? What has changed since then? What are your personal goals? The answers will establish whether the person simply isn’t good at the job or good at the job, but not doing enough.
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