In a recent LinkedIn post, Leanne Bridges discusses the pervasive issue of managers avoiding difficult conversations with underperforming team members, highlighting the significant negative consequences of this delay.
Bridges illustrates the common pattern of procrastination, detailing how various circumstances – from busy workloads and personal issues to holidays and ongoing client projects – are used as excuses to postpone necessary discussions. She points out that what might start as a minor concern can escalate over time, creating a ripple effect of disengagement and frustration within a team.
“The four reasons you didn’t were true. In January you were flat out. Then they had a lot on at home. Then they were off on their summer holiday. Now you don’t want to rock the boat while they’re wrapping up a client project.”
The Compounding Impact of Avoidance
According to Leanne Bridges, this pattern of avoidance, often spanning over six months, leads to a situation where a manager is “still missing things.” This inaction not only impacts the manager’s effectiveness but also has a detrimental effect on the rest of the team. As Bridges notes, “The rest of the team are still watching. And you’re still keeping an eye on what they’re doing and stepping in before it goes wrong.” This creates an environment where high-performing employees may question their own commitment and the fairness of the workplace.
Bridges emphasizes that this isn’t an isolated problem, stating, “Every MD I work with has one of these. Someone they know isn’t really doing the job they need them to.” The core issue, as she sees it, is a fear of initiating a difficult conversation, a fear that is often amplified by the passage of time.
Why the ‘Right Time’ Never Arrives
Leanne Bridges argues that the perceived “right time” to address performance issues is a myth that perpetuates the problem. She explains that “there’s always something that makes now feel like the wrong time.” This constant deferral means the problem festers, making the eventual conversation even more challenging.
“But the longer you leave it, the harder it gets. And the longer the good people watch someone get away with things and wonder why they bother doing their own job properly.”
The author highlights the erosion of team morale and productivity when underperformance is tolerated. “They stop expecting it to change,” Bridges writes, underscoring the long-term damage to team dynamics and individual motivation. The message is clear: the cost of inaction far outweighs the discomfort of a difficult conversation.
The Inevitable Reckoning
Bridges concludes her post with a stark reminder of the inevitable choice: action or continued stagnation. She posits that in six months’ time, a manager will either have addressed the issue or will still be caught in the same cycle of procrastination.
“Six months from now, you’ll either have had the conversation. Or you’ll still be telling yourself the time isn’t right.”
Leanne Bridges’s insights serve as a crucial reminder for leaders about the importance of timely and direct communication in maintaining team performance and fostering a culture of accountability and respect.
📝 About This Content
This article is based on insights shared by Leanne Bridges on LinkedIn.
📅 Originally posted on September 9, 2026 | View original post on LinkedIn →