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Erica Rivera is a career coach who formerly recruited for Google and Indeed.
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Rivera said that she’s coached many employees who’ve been labeled as underperformers.
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She advises employees who’ve been labeled as underperformers to seek clarity as a first step.
This as-told-to essay is based on a conversation with Erica Rivera, a 37-year-old career coach now based in Barcelona. It has been edited for length and clarity.
Before becoming a career coach, I worked as a recruiter for Indeed for three years and Google for roughly another two.
I now work with people one-on-one to navigate career changes and transition into new roles. As a coach, I’ve helped those who have been labeled as underperformers, and it breaks my heart when I hear them talk about it.
First, there’s the initial shock — Hey, I’m labeled as an underperformer? — and then I see how deeply they internalize that as their truth. The people I’ve talked with feel like they’re broken, that there’s something wrong with them because they’re not seen as meeting expectations.
When this happens, I say, take a second to breathe. This label is just that, a label — and it doesn’t mean that there’s something wrong with you.
Many times, people who get that label are not underperforming; they’re just caught up in unfortunate situations. Sometimes, new management comes in, or goals shift, and the employee isn’t made aware.
I tell them, It doesn’t define you. It doesn’t define the rest of your career. Instead, it could be time to stop and evaluate your next steps. No matter the scenario or why you received this label, here are four steps to take if you’re labeled an underperformer at work.
Seek clarity
Many times, if there isn’t clarity about what is being asked of an employee or if they don’t fully understand what their manager is looking for, it creates a gap — first in communication, then in performance.
Maybe there is a misunderstanding of what the goals are versus what the manager has been expecting. If that’s the case, it’s time to assess bridging the gap.
When having a conversation with your manager, ask: What am I being measured against? What does success look like in the next 60 to 90 days? Can you help me understand where I’m missing the mark? How does that align with the team’s expectations and the greater organizational goals?
By getting clarity, you have something to measure your performance against.
Take action and document it
Once you have had that conversation with your manager and understand the expectations, it’s time to take action and track your progress.
I tell people all the time, “You need to document, document, document,” because you have to make sure that you’re covering yourself in the work that you’re doing.
This might include documenting any kudos you get, your metrics (which your manager should also be tracking), and any internal awards — anything that can show where you’re delivering in your role and exceeding.
Check-in with your manager
You should be having weekly, or at least bi-weekly, one-on-ones with your manager. During these conversations, update your manager on your wins, your metrics, and key positive feedback you’re receiving.
After your one-on-one, send them a follow-up email: Hey, just as a follow-up, here’s my understanding from our conversation. Here are the wins, areas of opportunity, and what I’m focusing on this week.
Your manager might not read it, but at least you’re documenting it, sending it out, and taking ownership.
In the end, be thorough in documenting and updating your manager to show that you are progressing toward the goals you have set.
Update your résumé and look elsewhere
Although you might be doing all that you can internally, make sure you’re also updating your résumé and LinkedIn. Start tapping into your network and possibly just re-engaging with people that you haven’t connected with in a while.
You could check in with your connections and say that you’re interested in seeing what openings are available at their organizations.
When doing so, it’s best not to bash your old company because, a lot of times, that can reflect poorly on you, and when looking for work, you’ll want to keep it more neutral.
If you’re asked why you’re looking for new opportunities in an interview, you might say: There was a shift in the direction of the organization, and as a result, there was no longer alignment between the work that I was doing and the new priorities that were being implemented. I am looking for a long-term opportunity where I can grow with the next organization that I’m in.
Whatever you do, you don’t want to call yourself out and label yourself as an underperformer.
If you’re a recruiter with career tips you’d like to share, please contact this editor, Manseen Logan, at mlogan@businessinsider.com.
Read the original article on Business Insider
