When managers spot poor performance, they should address it quickly with constructive feedback and support.

What should managers do when observing poor performance?

• A. Address issues promptly with constructive feedback and support
• B. Ignore the performance and hope it improves
• C. Publicly reprimand the employee
• D. Transfer the employee to another department

Answer: (A)

Addressing issues promptly with constructive feedback and support is essential in managing poor performance. This approach allows managers to identify specific areas of concern and provide guidance for improvement. Constructive feedback is designed to be helpful rather than punitive, fostering an environment where employees feel supported in their development. By offering support, managers can engage in a dialogue with the employee, allowing them to express any difficulties they may be facing and collaboratively developing a plan for improvement. This not only promotes accountability but also encourages a culture of continuous learning and development within the team. Employees are more likely to respond positively to feedback when they know their managers are invested in their success. In contrast, ignoring the performance can lead to ongoing issues and a decline in team morale. Publicly reprimanding an employee can damage their confidence and create a hostile work environment, while transferring an employee may not resolve the underlying issues related to their performance.

When you’re managing a team, you’ll notice moments when someone isn’t meeting expectations. The temptation to hope it will sort itself out is real, especially on busy days. But here’s the honest truth: the most effective move is to address issues promptly with constructive feedback and solid support. This isn’t about catching someone doing something wrong; it’s about guiding them toward better performance and a healthier team dynamic.

Why quick, constructive feedback matters

Think of it like tuning a recipe. A pinch too much salt or a slightly off timing can ruin a dish—but adjust quickly, and you can salvage the meal. The same goes for performance. When you address problems early, you:

• Clarify expectations before gaps widen

• Help the employee understand what’s off and why it matters

• Build trust by showing you’re invested in their success

• Create a culture where learning and improvement are expected, not feared

Ignore the issue, and you set the stage for a domino effect: other team members pick up the slack, morale sags, and problems compound. Public reprimands can crush confidence and erode safety. Transferring someone without addressing root causes usually shifts the problem somewhere else, not solve it. So let’s focus on a strategy that feels fair, practical, and even a little hopeful.

The core approach: address issues promptly with constructive feedback and support

Here’s the simple premise you’ll want to keep front and center: be timely, be specific, and back your feedback with help. If you can blend honesty with generosity, you’ll keep people engaged and accountable without turning the workplace into a pressure cooker.

How to do it well: practical steps you can use tomorrow

1. Gather the facts, calmly and clearly

• Note concrete examples: what happened, when, and the observable impact on the team or the guest experience.

• Separate behavior from personality. It’s easier to change actions than to try to rewrite someone’s character.

• Bring evidence, not vibes. If you can, bring a brief, written summary to the meeting so there’s no guessing.

2. Frame feedback with a simple model

• Try the Situation-Behavior-Impact (SBI) approach.

• Situation: “During the 2:00 p.m. shift today…”

• Behavior: “the line moved slowly because orders were not prioritized.”

• Impact: “this led to longer wait times for customers and frustrated teammates.”

• This keeps the focus on what can be changed and why it matters.

3. Pick a private, respectful setting

• A one-on-one, without an audience, helps the employee stay present and receptive.

• A calm tone goes a long way. It’s not a courtroom; it’s a coaching moment.

4. Make it a two-way conversation

• After you share the observations, ask open-ended questions: “What’s getting in the way right now?” “What could help you manage this better?”

• Listen for barriers—training gaps, workload, unclear priorities, personal issues—and acknowledge them.

5. Create a concrete plan, with support

• Develop a short-term, observable plan. Set 2–3 clear goals, with specific metrics and a realistic timeline.

• Offer support: coaching sessions, a buddy system, quick skills refreshers, or additional resources.

• If needed, adjust workloads or schedules to set up the person for success, not failure.

6. Document and follow up

• Put the plan in writing and share it with the employee. This isn’t about policing; it’s about clarity and accountability.

• Schedule a follow-up check-in to review progress, celebrate small wins, and recalibrate as necessary.

• Keep momentum with regular, brief touchpoints. Consistency matters more than drama.

7. Tie it to development, not punishment

• Position feedback as a path to growth, not a verdict. Emphasize the employee’s strengths and how those can be applied to resolve the current gap.

• Help them see the bigger picture: better performance improves teamwork, guest experiences, and personal career satisfaction.

Examples that hit (and those to avoid)

• Hit: “During the lunch rush, orders were misprioritized, which caused a 5-minute delay on two dozen orders. You’re great at speed on the line; with a quick checklist before the rush, you can keep the flow smooth.”

• Miss: “You’re slow and we’re losing customers.” It’s better to be precise, actionable, and supportive.

• Hit: “You mentioned feeling overwhelmed. Let’s map out a simple routine for peak times and pair you with a peer for extra hands when needed.”

• Miss: “You’re not doing your job.” That shuts down conversation and stifles improvement.

A few common pitfalls, and how to dodge them

• Don’t wait for months to have the talk. Timely feedback prevents drift and makes the coaching feel natural, not punitive.

• Don’t make it public. Public reprimands erode trust and fear productivity drops. Keep it private, focused, and constructive.

• Don’t hammer with absolutes. People respond better to adaptable plans. If a timeline slips, adjust together rather than rigidly insisting on a single path.

• Don’t confuse a skill gap with a motivation issue. You can address both, but treat them differently. Skills deserve training; motivation benefits from engagement and clear purpose.

The big picture: turning feedback into a healthy team rhythm

When managers address issues quickly with clear, supportive guidance, teams learn a crucial habit: accountability paired with help. The dynamic shifts from “someone slipped” to “we fixed it together.” That matters on busy floor shifts, in the kitchen, and in every corner of a service-driven business like Jersey Mike’s.

A culture that embraces feedback also tends to hold onto talent longer. People stay where they feel seen, where their growth is possible, and where the team has a shared commitment to getting better. That kind of culture doesn’t just boost performance; it fuels engagement, loyalty, and the day-to-day energy that keeps guests coming back.

A few practical touches you can borrow

• Regular, short one-on-one check-ins. Even 10–15 minutes can make a big difference.

• A simple feedback template you reuse. Consistency helps everyone know what to expect.

• A quick training refresh or micro-learning module to address recurring gaps.

• A buddy system for on-the-floor support during busy periods.

• A transparent roadmap for improvement that includes milestones and timelines.

Real-life tangents that still connect back to the core idea

If you’ve ever coached a sports team or led a volunteer group, you’ve done this already—just in a different arena. The playbook doesn’t change: observe, tell the truth with care, offer a plan, and stay involved. In a restaurant setting, the stakes feel immediate—guests notice delays, teammates feel the burn, and your leadership shows up in the rhythm of the service. That’s the moment when good leadership stops being theoretical and becomes a practical difference you can hear in the sizzle of the grill and the hum of the dining room.

Tools of the trade that keep this approach steady

• For scheduling and workload tracking: familiar tools like Slack, Trello, or Asana can help keep tasks transparent.

• For performance documentation: a simple shared document or a lightweight performance tracking template works wonders.

• For follow-up and coaching: quick video check-ins or short digital notes can sustain momentum between in-person conversations.

Closing thought: a brief recipe for better team health

When you see a performance hiccup, the best move isn’t silence or blame. It’s a timely, precise conversation guided by empathy and a real plan for improvement. You’re not just correcting a moment; you’re shaping a learning culture where people feel supported to grow. And when teams grow together, the whole operation runs smoother—guests notice, coworkers feel valued, and leadership earns trust.

So next time you spot a gap, remember this: address it promptly with specific feedback, back it with genuine support, and keep the dialogue open. The result isn’t just improved numbers; it’s a stronger, more resilient team that can handle the busy days with confidence, clarity, and a bit of shared pride. If you lead that way, you’ll see the ripple effect on every shift, every smile, and every order prepared with care.