Sarah’s story isn’t unique. Every time she missed a deadline, her manager doubled down on micromanagement, concluding she wasn’t cut out for the job. But no one asked why she was falling behind or considered if the system itself was setting her up to fail. Low performance isn’t always about the individual; it’s often a reflection of broken systems, ineffective leadership, and unrealistic expectations. By confronting these systemic issues and replacing assumptions with curiosity, leaders can break the cycle of underperformance. It’s time to ask: What role is the system, or your leadership, playing in their struggle?

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