Don't Be Suspicious ... Get Curious 5 | 14

Start with curiosity, not suspicion. Before assuming the worst, have a compassionate, open-ended conversation to understand what's really going on. Ask questions without assigning blame. The goal is to come up with a solution together that works for everyone — the employee, the team, and the business. Follow up by scheduling a check-in a few weeks later to see how things are progressing.

It's natural to wonder, but acting on suspicion without facts can damage trust and the relationship. The Radical Candor approach is to stay curious rather than accusatory. Have a direct but caring conversation about the pattern you've noticed and how it's affecting the team. You may discover a legitimate underlying issue — health, personal stress, disengagement — that you can actually help address.

Be specific about the impact rather than making it personal. Instead of implying they're slacking, explain concretely how last-minute call-outs disrupt team workflows and deadlines. Frame it as a shared problem to solve, not a disciplinary issue. Use your regular check-ins as a natural venue for this conversation so it doesn't feel like a surprise ambush.

Shifting to a purely output-based or deadline-binary approach without addressing the root cause can feel punitive and may signal to the employee that you're building a case against them. It's better to have the direct conversation first. Agile metrics can be a useful lens, but they shouldn't replace a genuine, human dialogue about what's going on and how to support the employee while protecting the team.

Set explicit team norms around how and when to communicate absences — both sick days and planned time off. Make sure everyone understands the expected notice window, who to notify, and how work will be covered. Clear, proactive policies reduce ambiguity and make it easier to have honest conversations when patterns emerge, without it feeling like you're singling someone out.

If the compassionate conversation doesn't resolve the issue, or if there are signs of a serious medical, legal, or personal situation (such as a possible FMLA situation or mental health concern), it's wise to loop in HR or an employment professional. They can help you navigate your legal obligations and ensure you're handling the situation fairly and consistently for everyone on the team.