When 10% Becomes a Pattern

For those of us who lead teams, there is a moment that eventually comes.

It does not arrive all at once. It usually builds slowly. A missed deadline becomes two. A difficult client interaction becomes a repeated pattern. A conversation that once felt like an exception begins to feel familiar.

What once lived comfortably inside the 10% starts to expand, and this is where leadership becomes more complex. In the first conversation around “Embracing the 10%,” the focus was on recognizing that even the best people will fall short and conscious leaders respond in a way that supports growth and preserves dignity. That work remains essential. This next moment asks something more. It asks leaders to pay attention to patterns.

While individual moments of underperformance are part of being human, repeated patterns often signal something deeper that has not yet been addressed. There is research that helps ground this. Studies on performance management and feedback have shown that individuals improve more consistently when feedback is specific, timely, and focused on behaviors rather than personal traits.

Research by Kluger and DeNisi found that feedback interventions can significantly influence performance, particularly when they direct attention toward the task and the process rather than the individual’s identity. This reinforces the importance of addressing patterns with clarity and focus rather than assumption.

The challenge is that many leaders move too quickly at this stage. In an effort to be "efficient," they move from observation to conclusion without fully understanding what is happening beneath the surface. This actually disrupts their efforts to be efficient, as the problems usually resurface later. There is another way to approach this moment. It begins by staying grounded in observation.

What is actually happening here?

What is consistent across these moments?

What has changed in the person’s environment, workload, or context?

Patterns rarely exist in isolation. They are often connected to something that has shifted.

Sometimes the issue is skill. The expectations of the role may have evolved beyond the individual’s current capabilities. Sometimes the issue is clarity. The person may not fully understand what success looks like. Sometimes the issue is capacity. Competing priorities, personal challenges, or sustained pressure may be impacting performance. Sometimes the issue is engagement. The work may no longer feel connected to purpose or growth. And sometimes, the issue is accountability itself.

Leadership requires the ability to explore these possibilities with intention. There is also substantial evidence that the way leaders respond to patterns directly shapes employee behavior. Research on leader-member exchange by Graen and Uhl-Bien shows that high-quality relationships between leaders and employees are associated with stronger performance, greater engagement, and increased willingness to improve. When individuals feel respected and supported within these relationships, they are more likely to respond constructively to feedback and invest in change.

This is where many organizations either strengthen or weaken their culture. When patterns are approached with curiosity, people are more likely to engage honestly in the conversation. They are more likely to surface what is actually happening. They are more likely to participate in their own development.

When patterns are approached with assumption, people tend to protect themselves. Information becomes limited, conversations become guarded, and the opportunity for real change begins to narrow. This does not mean that standards are lowered. It means that accountability is applied with clarity.

• Clear expectations are revisited.

• Feedback becomes specific and actionable.

• Support is aligned with what is actually needed.

At some point, leadership must also name what is required moving forward. This includes defining what success looks like, what must change, and the timeline for that change. It includes ensuring that the individual understands both the opportunity in front of them and the responsibility they carry within it.

There are also moments when, despite clarity, support, and time, the pattern does not shift. These moments are some of the most difficult in leadership because by this point, the relationship has history. There have been contributions, successes, and shared experiences. There is often a genuine desire to see the person succeed. Leadership still requires a decision. Not as a reaction as much as a continuation of the same principles that guided the earlier conversations.

The outcome may change, but how the person is treated should not.

What often gets lost in conversations about performance is that accountability, when done well, is part of a human-centered approach. Setting clear expectations, giving honest feedback, and following through create an environment where people understand what is required and where they stand. This clarity supports trust and allows individuals to make informed decisions about their growth, their role, and their future.

“Embracing the 10%” is about creating the conditions where people can respond to them.

The goal of leadership is not simply to manage performance, but also to create environments where people can grow, adjust, and move forward with clarity. And when that is no longer possible within a role, to handle that transition in a way that reflects the same level of care that was present at the beginning.

Sources

Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance. Psychological Bulletin, 119(2), 254–284.

Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange theory. Leadership Quarterly, 6(2), 219–247.