To coach a team through an underperformance turnaround, start by diagnosing how the team works together rather than who to blame. Rebuild psychological safety, clarify goals and roles, hold short and frequent conversations, and measure progress in small steps. Research from Google and Gallup shows that this order works.
Why does a team underperform in the first place?
Underperformance is rarely one person's problem. Google's Project Aristotle looked at what separates strong teams from weak ones. According to Google re:Work, "The researchers found that what really mattered was less about who is on the team, and more about how the team worked together."
That finding changes where a coach starts. Replacing people is slow and costly, and it often leaves the underlying habits untouched. Looking at the team's interactions gives you something you can change this month.
Manager strain matters too. Gallup's State of the Global Workplace 2026 reports that global employee engagement fell to 20% in 2025, its lowest level since 2020, and that "Lower engagement among managers accounts for most of the recent downturn in employee engagement." A struggling team often has a stretched leader at its centre, so coaching the leader is part of coaching the team.
What does the research say a healthy team looks like?
Google's research names five dynamics. Use them as a diagnostic map, not a scorecard.
| Dynamic (Google re:Work) | Question to ask the team | Typical turnaround move |
|---|---|---|
| Psychological safety | Can we raise a mistake without being punished? | Leader models admitting errors first |
| Dependability | Can we count on each other to deliver? | Agree small, visible commitments |
| Structure and clarity | Are goals and roles clear? | Rewrite roles and decision rights together |
| Meaning | Does the work matter to each of us? | Connect tasks to personal motivation |
| Impact | Do we see the result of our work? | Share customer or business outcomes |
When people fear blame, they do not raise problems early. That is why turning a struggling team around often starts with rebuilding psychological safety.
How do you start a turnaround coaching engagement?
Begin with listening, not a plan. Try this sequence, in Zoom or in-person sessions:
- First, meet the leader privately and agree what success looks like and what the leader will change personally.
- Next, interview team members individually and summarise the themes anonymously.
- Then share the themes with the whole team and ask what they recognise.
- Choose one or two dynamics from the table to work on first.
- Finally, set a short review rhythm and keep it.
Resist the urge to launch a large improvement programme at once. Teams that have been under stress for a long time have little energy left. And a few visible wins build trust faster than an ambitious plan.
How do you rebuild safety and trust while performance is still low?
Be honest that performance is below where it needs to be, and keep the tone curious rather than accusatory. Ask "what is getting in the way?" before "why didn't you?".
- The leader names one mistake of their own and what they learned from it.
- Bad news is thanked, not punished, when it is raised early.
- Team agreements on how to disagree and how to hand off work are written down.
- Individual performance concerns are handled one to one, never in front of the group.
Individual performance problems that persist after the system is fixed still need a direct, documented conversation. If a formal process or termination is possible, get employment-law advice for your jurisdiction first.
How often should the leader talk with each person?
Often, and briefly. Gallup reports that "only 16% said the last conversation with their manager was extremely meaningful," yet "80% of employees who say they have received meaningful feedback in the past week are fully engaged." Gallup adds that "Between 15 and 30 minutes is enough time for a meaningful conversation, but only if it happens frequently."
For a turnaround, a weekly short check-in with each person works well. Focus on current goals, recent progress, and what support the person needs.
How do you know the turnaround is working?
Watch a few signals, not dozens. Useful team signals include how early problems are raised, whether commitments are met, how clear people say their roles are, and how meaningful they find their one to one conversations. Review them with the team, not about the team.
FAQ
How long does an underperformance turnaround take?
It depends on the cause and the team. Expect behaviour such as earlier problem reporting to shift before results do. Agree review points up front instead of promising a fixed end date.
Should I replace the team leader or coach them?
Coaching first is often reasonable, since Gallup links lower manager engagement to much of the recent decline in engagement. If the leader cannot or will not change after genuine support, a role decision may follow, with proper employment-law advice.
Can team coaching work over Zoom?
Yes. Short, frequent conversations and structured team sessions work well online. Many teams combine remote check-ins with occasional in-person sessions for deeper trust work.
What if one person is the main problem?
Address it directly one to one, with clear expectations and support. Do not let one case define the diagnosis of the whole team.
What is psychological safety in plain words?
Harvard's Amy Edmondson, cited by Google re:Work, defines it as a shared belief held by members of a team that the team is safe for interpersonal risk taking, such as admitting a mistake or asking a question.
Turning a struggling team around is easier with a coach who can see the team from outside. Tell us where your team is today, and we will suggest a practical first step. Book a free consultation
This article is general information, not legal or employment-law advice. Where performance management may lead to formal discipline or dismissal, consult a qualified employment lawyer in your jurisdiction.
Sources:
- Gallup, State of the Global Workplace 2026 (data for 2025): https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx
- Gallup, A Great Manager's Most Important Habit (updated 2026-02-16): https://www.gallup.com/workplace/505370/great-manager-important-habit.aspx
- Google re:Work, Understand team effectiveness: https://rework.withgoogle.com/intl/en/guides/understand-team-effectiveness