We're trying something new: a real-life leadership dilemma we can all learn from. A friend of Thania's recently shared this tough situation:
"I'm a new executive director and in charge of strategy for a non-profit I just joined. I've inherited my entire team. One of my direct reports is an entry level coordinator and is
performing poorly, and consistently missing meetings and deadlines in a remote setting. She's mentioned she struggles with
anxiety and panic attacks, and I'm not sure how to approach her role.
Can I fire her? Do I give her a warning? Will firing someone right away tank morale—or my credibility as a new leader?"
We thought this was a situation many of us could learn from—so we each answered from our own perspective.
And we'd love to hear how you'd handle it too.
Joanna (TA Co-Founder): Start by documenting what's been missed (deadlines, meetings, follow-through, etc.) and bring it into a 1:1 conversation. Be direct but kind:
here's what I'm seeing,
here's what needs to change. If things don't improve, it's time to bring in HR and set up a formal PIP—not just for optics either; it protects you, and shows you lead with process. Nonprofits aren't immune to risk, and firing someone without process can bite you later.
I'd also track how much time you're spending here (because that adds up fast), and if it turns into a pattern, you've got the receipts for bigger org decisions. Ask yourself if this person is a fit not just for the role, but for the
moment your org is in. You don't have to come in hot, but you do need to make a call before this drains more time than it's worth.
Cameron (TA Operations): I'd start with a 1:1 and say something like, "I've noticed missed deadlines and meetings—can we talk about what's going on?" If she brings up mental health, listen respectfully, but reinforce that accountability still matters. I'd then document the conversation and consult HR on next steps. Most likely, that means a performance plan with clear goals and timelines.
I'd also look at broader team dynamics: Are others picking up the slack? Do they see you addressing it? Because silence sends a message, too—even if it's unintentional.
Thania (TA Content Mgr): I'd focus on the team-building aspect of my leadership. I'd setup meetings explicitly for forecasting and game planning, and use it to show and tell my team where we're going, how we're doing it and what it'll take for us to get there.
That sets a high-performer tone. A players will respect it, B players will rise to it, and C players will feel the heat. As for the direct report, I'd bring in HR and get her on a performance improvement plan.
Kristel (TA Operations): I'd lead with a mindset of curiosity: What's really going on here? I'd have a private conversation to address the issues directly and ask how she's doing—not as a free pass, but to understand the full picture. If anxiety is part of it, you can validate that and hold the line on performance.
I'd talk to HR about accommodations and accountability measures, and document everything. If needed, bring in an EAP or mental health resource. Most importantly, I'd show the team that care and standards can—and should—coexist.
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Got thoughts? We'll feature our favorite responses next week—
chime in here!
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