Every leader—no matter the team, the industry, or the experience level—eventually faces a version of this question:
“How do I coach someone who only seems to do the bare minimum… even though I know they’re capable of so much more?”
I’ve been asked this many times, in workshops, coaching conversations, and casual hallway chats. Recently, I rediscovered a card where someone had written the question down for me, and it reminded me just how universal this challenge is.
Today, I want to walk you through the heart of my answer—because while the situation can be frustrating, it’s also a powerful opportunity for leadership.
But before we talk about solutions, we need to understand what’s really going on.
Four Layers of the “Bare Minimum” Problem
When we think someone is doing the bare minimum, we’re really dealing with four perspectives at once:
- Their current performance
- Their potential future performance
- Their view of both
- Our view of both
All four matter. And if we ignore any of them, we risk jumping to conclusions or trying to “fix” the wrong thing.
From there, I offer seven steps that can guide you through this coaching challenge. Let’s walk through them.
- Check Expectations
This is the step leaders skip most often.
In hundreds of conversations with leaders and team members, I’ve learned something surprising: The person you think is doing the bare minimum may genuinely believe they’re meeting every expectation of the job.
And honestly, if they believe they’re succeeding… why would they do anything else?
Before assuming a motivation problem, have a conversation:
- “What do you believe the expectations of this role are?”
- “How do you feel you’re doing?”
- “What does success look like to you?”
Only after hearing their perspective can you fairly clarify your own.
- Clarify and Elevate Their Sights
Once you understand their view, you’re in a position to help clarify and raise expectations.
But here’s the key: Do it with curiosity, not correction.
They need to understand not just what you expect, but why. And they need to see a picture of success that actually inspires them.
- Help Them See Their Potential
Many people underestimate themselves. More than you’d think.
One of the greatest gifts we can give as leaders is to help people see what we see in them—their strengths, their potential, their capacity to grow.
When people feel believed in, they often naturally rise to a higher level of performance.
- Rethink the Meaning of “Minimum”
This one can be hard to swallow.
If someone is meeting the minimum job expectations, then… they are doing the job they were hired and paid to do.
You may want more—and you may believe they’re capable of more—but “minimum” and “insufficient” are not the same thing.
The real question becomes: Is your frustration about them, or about whether the job expectations need to be revised?
- Understand Their Life Situation
Sometimes people are giving everything they can—even if the “output” doesn’t look like you hoped.
You may discover:
- They’re overwhelmed outside of work
- They’re carrying more stress than you realized
- They’re in a season where “minimum” is actually remarkable effort
If you understand this, you can support them while still honoring their potential.
- Provide Expectations, Resources, and Support
Once expectations are clear, and once you understand their situation, your job is to provide:
- Clear direction
- The resources needed
- Encouragement and coaching
From there, the ball is in their court.
- And Sometimes… You Let It Go
This is the last step for a reason.
After you’ve clarified expectations, supported them, helped them see their potential, and ensured they have what they need…
They have to choose to grow.
As long as they’re meeting the minimum standard, and as long as you’ve done your part as a leader, you may need to release the frustration and accept their choice.
Leaders influence. They don’t control.
Helping people grow is one of the most meaningful parts of leadership—and one of the most important skills we can develop.
Let’s help our people grow—one honest, supportive, expectation-clarifying conversation at a time.
Kevin Eikenberry is the chief potential officer of the Kevin Eikenberry Group, a leadership and learning consulting company that has been helping organizations, teams, and individuals reach their potential since 1993. His specialties include leadership, teams and teamwork, organizational culture, facilitating change, and organizational learning. He can be reached at info@kevineikenberry.com.