Describe a time when you had to manage underperforming team members. How did you handle it?
Why This Is Asked
Interviewers want to see that you can address performance issues directly and compassionately. They're looking for a balance of accountability and support—whether the outcome was improvement, a role change, or a difficult separation.
Key Points to Cover
- Identifying root causes (skill gap, motivation, fit, external factors)
- Setting clear expectations and measurable goals
- Providing support, coaching, and resources
- Documenting progress and knowing when to escalate or make tough decisions
STAR Method Answer Template
Describe the context - what was happening, what team/company, what was at stake
What was your specific responsibility or challenge?
What specific steps did you take? Be detailed about YOUR actions
What was the outcome? Use metrics where possible. What did you learn?
đź’ˇ Tips
- Be discreet—avoid naming individuals or sharing overly personal details
- Show empathy while demonstrating you took action
- If the person improved, highlight the turnaround; if they left, focus on the fair process you followed
✍️ Example Response
STAR formatSituation: At a Series B startup, I inherited a team that included an engineer who had been a strong performer historically but had slipped over six months—missed deadlines, incomplete code reviews, and disengagement in standups. The previous manager had avoided the conversation. By the time I took over, the rest of the team was frustrated and picking up the slack.
Task: I needed to diagnose the root cause, set clear expectations, and either help the person improve or make a fair decision about their fit—without damaging team trust or creating a culture of fear.
Action: I started with a private 1:1 to understand what was going on. I learned they were struggling with a difficult personal situation and felt overwhelmed. I set a 60-day improvement plan with specific, measurable goals: complete code reviews within 24 hours, deliver two sprint commitments on time, and attend all standups. I paired them with a mentor for support and reduced their scope temporarily so they could build momentum. I documented everything and had weekly check-ins. After 45 days, there was improvement but not enough to meet the bar. I escalated to HR, and we had a candid conversation about fit. The engineer chose to leave on good terms.
Result: The team appreciated that I addressed the situation fairly and transparently. I improved our performance documentation process so future conversations would be easier. Retention for the rest of the team stayed strong. I learned that delaying difficult conversations helps no one—addressing underperformance early, with empathy and clarity, is the right thing to do.
🏢 Companies Known to Ask This
| Company | Variation / Focus |
|---|---|
| Amazon | Hire & Develop the Best, Insist on Highest Standards — "Tell me about a time you had to address a performance issue" |
| Managing teams at scale, high bar | |
| Meta | Building high-performing teams, making hard calls |
| Microsoft | Motivating teams, growth mindset |
| Netflix | High performance, judgment, candor |
| Uber | Results orientation, ownership |