Retaining Poor Performers: The Hidden Cost of Keeping the Wrong Person in the Wrong Seat

Have you ever thought about how much energy it takes to keep the wrong person in the wrong seat in your business? Whether you realize it or not, retaining poor performers drains your energy, impacts morale, and affects overall company performance. The true cost isn't just in missed deadlines or incomplete tasks—it's also in lost production, diminished team morale, and the heavy toll it takes on you as a leader.

Identifying the Wrong Person in the Wrong Seat

The wrong person doesn’t always present as a problem on the surface. They might be friendly, fun, and great to be around. However, when it comes to fulfilling their role and delivering results, their shortcomings become evident. Deep down, you probably already know who these individuals are. You feel the tension each time you interact with them or find yourself constantly defending their performance to others.

But rather than relying on gut instincts, use an objective approach. Do your team members:

• Align with your company’s core values

• Get the job, want the job, and have the capacity to do their role

This method provides a clear, objective view of whether someone truly belongs in their role, offering concrete points to address with underperformers.

The Ripple Effect of Poor Performance

Even if the wrong person occasionally gets some of their role done, it can trick you into believing it’s better to have someone—anyone—filling the seat than leaving it vacant. But in reality, you, or others on the team, end up picking up the slack. Over time, this frustrates the rest of the staff, leading to a toxic workplace dynamic where others feel like they're carrying the burden of someone who isn’t pulling their weight.

When poor performance is allowed to persist, it signals to the rest of the team that mediocrity is acceptable, and that can damage your company culture.

A Better Use of Your Energy

Instead of wasting time and energy trying to force a square peg into a round hole, ask yourself if your efforts would yield a higher return if focused on the right people in the right seats. Imagine the possibilities if you redirected that "inspirational energy" toward employees who are already performing well or who have the potential to do so with proper guidance. These are the individuals who will drive your business forward and elevate the company as a whole.

In the end, retaining poor performers comes at a significant cost—both to the company’s growth and to your own energy as a leader. Make the decision to focus on those who will help your business thrive, and you’ll see a far better return on your investment of time, effort, and inspiration.