Poor Performance or Time Theft?
- Robert de Loryn
- Jun 5
- 2 min read
Not every performance issue is the same.
Some people are underperforming because they lack skill, confidence, clarity, training, support, or experience.
Others are not underperforming at all. They are choosing to give less than they are paid to give.
That distinction matters.
Poor performance is often a capability or alignment issue. The employee may not fully understand what is expected, may lack the right skills, may be overwhelmed, may be poorly managed, or may not have received clear feedback. In these situations, the role of the leader is to identify the gap, coach the person, set clear expectations, provide support, and create a fair pathway for improvement.
Time theft is different.
Time theft occurs when a person is being paid for work they are not genuinely performing. It may include deliberately avoiding work, repeatedly stretching breaks, falsely recording hours, appearing busy while producing little, using paid time for personal activity, or creating the impression of effort without meaningful output.
Poor performance requires development.
Time theft requires accountability.
The risk for many leaders is that they treat both issues the same. They either over-discipline someone who actually needs coaching, or they keep coaching someone who is deliberately avoiding responsibility.
Both responses damage culture.
A strong leader starts by assessing the behaviour, not assuming the motive.
What is the pattern?
Is the person unclear, incapable, disengaged, overloaded, or knowingly avoiding work?
Are expectations documented?
Has feedback been given? Is the work measurable?
Is the behaviour isolated, repeated, or deliberate?
This is where leadership discipline becomes essential.
The leader’s role is to bring clarity before correction. People need to know what is expected, hat standard is required, how performance will be measured, and what behaviour must change. Once that is clear, the leader must decide the right response.
Where the issue is capability, coaching is appropriate. That may include training, closer direction, regular check-ins, clearer priorities, mentoring, or a structured improvement plan.
Where the issue is conduct, discipline may be required. That may involve formal warnings, investigation, documentation, and clear consequences if the behaviour continues. Leaders must act fairly, consistently, and in line with workplace policies and legal obligations.
Avoiding the issue is not kindness. It is poor leadership.
When leaders fail to address poor performance, capable people carry the load. When leaders fail to address time theft, trust collapses. Team members notice who is contributing and who is taking advantage of the system.
The best leaders do not rush to punish, and they do not hide behind endless coaching.
They assess carefully, speak clearly, support fairly, and act decisively.
Performance improves when people are developed.
Culture improves when standards are protected.
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