In many businesses, there’s usually one team member who isn’t exactly failing – but they’re no longer flying, either.
They’re not toxic, not problematic, and in many ways, they’re still “good.” They know the ropes, they hold key client relationships, and they’ve got deep internal knowledge.
But their spark has faded. The results aren’t there like they used to be. So, what do you do?
In a candid conversation on the Performia podcast, Gareth Jekel shared powerful insight into this exact situation – something most business owners eventually face.
Here’s how to evaluate whether it’s time to keep, coach, or let go of a complacent employee, straight from the episode.
1. Zoom out and look at the bigger picture first
Before rushing into a tough conversation or termination decision, Gareth recommends zooming out:
“If all those [sales, overhead, costs] are hitting in the right direction, I’ll probably go, ‘I don’t really need to handle this right now with urgency,’”
In other words, if the business is growing, profits are up, and the team overall is moving forward, it might not be worth rocking the boat just yet—as long as that person isn’t actively hurting the business.
2. Have the conversation – But not that conversation (yet)
If you’re feeling “backed off” from approaching the person, Gareth suggests asking yourself why:
“Am I backed off because I’ve done something to this person I shouldn’t have? Am I underpaying them? Have I let things slide too long?”
Rather than diving in with confrontation, he recommends starting small:
“Sometimes you’ve got to have a conversation before the conversation… Just re-establish some affinity, show interest, and open the door.”
Think of it as warming up the connection—then coming back with the real issue in a collaborative way.
3. Ask yourself: Am I scared to lose them? Why?
A common reason owners avoid dealing with complacency is fear: “They’re so important – what if I lose them?”
One thing Gareth realised was that the people he was most scared of losing… often turned out to be the ones that needed to go. The best people take responsibility for their role and won’t leave you in a problem.
If fear is keeping you from taking action, that’s worth examining.
4. Are they playing the game – or playing against it?
Not everyone needs to be a top performer. Gareth explains:
“You just don’t want people that are playing against the game.”
If someone is coasting but not resisting growth or dragging others down, they might be worth keeping for now. But if they’re subtly resisting change, blocking improvement, or killing morale, it’s time to act.
5. Measure progress, not perfection
When evaluating a long-standing but underperforming team member, use this as a guide;
“Is our business making more money this year than last year? Is our product improving? Are we paying better wages?”
If the answer is yes, you might not need to shake things up.
But if results are flat or dropping, it’s time to make a move.
It’s not about being harsh – it’s about letting people win.
“If they can’t be productive in your organisation, then terminate them – and do it as a favour, not as a chore. You’re allowing them to go find that job or company where they can win.
Sometimes the kindest, most productive thing you can do, for them and for you, is to help them move on.”
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