We’ve all been there. You hire someone with a resume that looks like a masterpiece. They talk a big game in the interview, citing experience with complex migrations and enterprise-level architecture. But three months in, you realize they’re struggling to sync Chrome bookmarks, or they’re diagnosing a global VPN outage as a “hotspot issue” despite the evidence.
The most dangerous person in an IT department isn’t the junior who knows they know nothing—it’s the “expert” who is blind to their own gaps. In psychology, this is known as the Dunning-Kruger Effect, where a lack of competence actually prevents a person from recognizing their own incompetence.
Managing this personality type is one of the hardest parts of being an IT leader. If you handle it poorly, you end up doing their work for them while the rest of your team grows resentful. If you handle it right, you either fix the behavior or build the documentation you need to move on.
Here is a practical guide to managing the IT employee who thinks they’re a senior but acts like a novice.
1. Start With a Reality Check
Before you label someone “bad at their job,” assess the situation objectively. Underperformance isn’t always laziness or incompetence — it can be a skills gap, unclear expectations, lack of tools, or burnout.
Ask yourself:
- Has this person ever had clearly defined job expectations?
- Do they have the training needed to succeed?
- Are there external factors (remote work distractions, personal stress, health issues) affecting output?
- Is workload unrealistic for one person?
Example:
If someone routinely struggles with basic helpdesk tasks like configuring a webcam or troubleshooting sound settings in meetings, it’s not just “bad performance” — it’s a sign they lack the fundamentals you assumed they had. Clarifying expectations is the first step before taking corrective action.
2. Move From “Vibe” to Data
When an employee is overconfident, they will often try to argue their way out of a mistake. To counter this, you must move away from subjective feelings and toward objective data.
Instead of saying, “I feel like you’re struggling with installations,” use specific examples.
- The Example: “On Tuesday, the Adobe Acrobat Pro deployment failed for three users. According to the logs, the installation string was incorrect. I’ve provided the step-by-step documentation four times, yet the error persisted.”
By using objective performance metrics, you remove the “he-said, she-said” dynamic. It’s hard to argue with a timestamped log or a ticket trail.
3. The “Show Your Work” Rule
Overconfident underperformers often skip the “why” and rush to a (wrong) conclusion. They might tell a user their hardware is broken because they don’t know how to check a driver setting.
Implement a “thinking route” requirement for complex tickets. Ask them to document:
- The symptoms observed.
- The steps taken to isolate the variable.
- The evidence that led to their conclusion.
This forces them to confront the gaps in their logic. If they claim it’s a “hotspot issue” when the user is on home fiber, the documentation will make that error glaringly obvious to both of you.
4. Pivot to Soft Skills Training
Sometimes the technical gap is a symptom of a larger communication issue. In many cases, these employees send unprofessional emails or use bizarre formatting (like 20px font) because they lack essential soft skills.
Don’t just tell them to “be more professional.” Put them through a specific business writing course or assign them a mentor specifically for client-facing communication. If they refuse to adapt or fail to retain the training, you have documented proof that they are not just struggling with tech—they are struggling with the basic requirements of the role.
5. Stop Being the “Safety Net”
As managers, we often jump in to “save the day” because we want the user to have a good experience. But if you keep fixing their botched Adobe installs or re-writing their confusing emails, they will never feel the “heat” of their own mistakes.
Let them own the outcome. If a user complains about a lack of progress, don’t fix it yourself.
Example:
Redirect the employee: “The user is still offline. Walk me through your troubleshooting steps again. Why hasn’t the solution we discussed been applied?”
6. The “Sink or Swim” Certification or Training
If you’re dealing with someone who has 20 years of experience but can’t handle the basics, it’s time to set a hard baseline. Assign a relevant certification (like a modern Microsoft Associate or CompTIA cert) with a clear deadline.
A certification provides a neutral, third-party validation of skill. If they can’t pass a foundational exam despite “decades of experience,” it settles the debate about their technical level once and for all.
Tips for training that sticks:
- Choose practical, hands-on resources over generic courses.
- Follow up with mini-assessments to reinforce learning.
- Pair training with real tasks (e.g., “show me how to configure this today”).
7. Clarify and Document Expectations
One of the biggest reasons staff underperform is they simply aren’t sure what good looks like. Your job as a manager is to spell it out — not assume they should know it.
How to do it effectively:
- Create a written checklist of key tasks and expected outcomes.
- Break down responsibilities into measurable items (e.g., respond to tickets within X hours, update documentation weekly, complete standard installs without escalation in < Y time).
- Set weekly or bi-weekly goals that are achievable but stretch performance.
Example:
Instead of saying “improve your communication,” define it as “include context, clear problem description, next steps, and timeline in every internal email.” A concrete standard removes ambiguity and gives them something to improve toward.
Keep a private log of every:
- Missed instruction.
- Incorrect diagnosis that you had to correct.
- Unprofessional communication.
- Training session provided (and the lack of follow-through).
8. Co-Create a Performance Improvement Plan (But Use It Wisely)
A Performance Improvement Plan (PIP) is not a punishment — it’s a roadmap.
Components of a good PIP:
- Clear goals tied to measurable outcomes.
- A timeline for improvement (e.g., 30–60 days).
- Resources and training provided by you.
- Scheduled checkpoints to review progress.
Example:
If the issue is technical proficiency, add specific training goals: complete a helpdesk fundamentals course, pair on 10 tickets with a senior each week, and demonstrate proficiency in a live run-through.
Note: A PIP shouldn’t be your first resort — coaching, clarity, and regular feedback should come first. But when you’ve given the employee the benefit of the doubt and performance isn’t improving, a documented plan protects both you and the organization.
Final Thoughts: Lead with Humility, Manage with Facts
The goal isn’t to crush someone’s spirit; it’s to align their self-perception with reality. Some employees will have an “aha” moment when they realize they’ve been falling behind. Others will remain defensive until the day they are let go.
Struggling with an underperformer is frustrating, but it’s also one of the most important leadership challenges you’ll face. The keys are clarity, consistency, and communication — and the willingness to invest in your team while holding them accountable. By setting clear expectations, providing timely feedback, and using structured improvement plans, you not only help individuals grow, you strengthen your entire IT team.
If you take nothing else away: don’t let poor performance linger quietly — address it early, deliberately, and with support. Your team, your morale, and your sanity will thank you.
Further Reading: The Rise of Online MBAs: Are They Respected by Employers?
Discover more from TACETRA
Subscribe to get the latest posts sent to your email.
