Internalizing the growth and development of your direct reports is expected. As leaders, we make it a personal mission to groom and model our direct reports to be greater and wiser than we are. We want them to shine and flourish as they move up the ranks. So it's no surprise that we feel responsible when they fail to perform to standard. As a leadership development coach to Directors, Vice Presidents, and Sr. Vice Presidents of large organizations, I hear the pain they feel when discussing the poor performance of a direct report.

1. What is the problem?
2. Have you done everything you need to support them?
3. Have you shared the resources necessary to help them?
4. Have they done everything they could to help themselves?
5. If the answer is no, what could they do for themselves?
6. After support, resources, and time have been given, are the direct report's results enough?
7. What would it cost you, the team, and the employee if nothing changed?
8. Is the cost worth it?

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