This is exactly how I would approach poor performance. I am however, in a position where most managers and leaders are afraid to do this, and so I stand somewhat alone. Not in the way I feel about it because most agree with it, but I seem to be one of very few who will actually address it. I have seen managers who truly are concerned about being liked or not looking like they are demanding and so they let things slide. Which is why I have the reputation of not being "laid back", and the others do have that reputation. What that translates to in employee language is I can get away with more and do less when manager A is here, but when manager B is here, I have to be on my best. The problem in this scenario is that I am not so interested in being liked per se, as much as I am concerned in doing a service to people by helping them and guiding them to optimum performance. I know it is a matter of time before they realize the value to the feedback they get,the prolonged realization is a result of a weakened leadership system, where not enough managers are on board yet. There is double duty here, getting management and team on board. That is a tall order.