Recently, I overheard someone describing a performance review in which they were told that executive leadership needed to “see more fire in him.”

I was curious, what exactly does that mean?

A few days later, I shared the phrase with a group of eight CEOs and asked them what they thought it meant. I received eight different interpretations.

That’s a problem.

I’ve spent a lot of time sitting around tables with leadership teams, listening to conversations about people. I regularly hear phrases like:

“He just isn’t getting it done.”

“I’m not sure she’s the right person.”

“He’s great technically, but terrible with people.”

“She’s just not engaged anymore.”

These statements may reflect legitimate concerns, but they rarely help us understand what’s really going on. Too often, we form impressions about people without taking the time to meaningfully evaluate their performance or consider our own responsibility as leaders.

When we’re unsure about someone, I’ve found three questions particularly helpful.

1. Can they do it? (Performance)

Are they consistently delivering what the role requires? Before concluding that someone has a performance problem, consider whether expectations are clear, feedback is consistent, and they’ve received the support needed to succeed. Sometimes what looks like a performance problem is actually a clarity problem.

2. Do they fit? (Alignment)

Are they the right person for the role and organization? Consider their alignment with organizational values, their strengths and capabilities, and their ability to grow with the organization. Someone can be a good employee and be in the wrong role.

3. Do they care? (Engagement)

Are they invested in their work and the organization’s direction? Do they feel known? Do they understand why their work matters? Can they see opportunities to grow? As leaders, we have a responsibility to create the conditions for people to be engaged and committed.

These questions help us move beyond general impressions, diagnose the real issue, and determine the appropriate response.

Ultimately, I believe good performance management requires two things: clarity and courage.

Clarity: Do they understand what’s expected of them, how they’re performing, and where they need to improve?

Courage: Have you told them? Have you had the conversations necessary to help them grow or address what’s not working?

We spend a lot of time talking about people.

Perhaps the more important leadership question is: What have we said to them?

Ready to put these principles to practice? Download our Performance, Fit & Engagement diagnostic tool and walk through the three keys to determining fit.