They say
What to say when an employee says they don’t know how to do a task: “I don’t know how to do that.”
When an employee says they don’t know how to do a task, ask which part is unfamiliar, arrange the necessary guidance or training, and do not automatically take the task back.
Your response
“Not knowing how is something we can address. Tell me which part is unfamiliar. We’ll agree on the guidance or training you need, but the task will remain with you.”
First, check this
Did you confirm that the employee had the knowledge, context, and support needed before assigning the task?
Why this works
A real skill gap calls for support, not shame or immediate withdrawal of the assignment. Asking which part is unfamiliar shows whether the employee needs instruction, an example, practice, or simply clarification. Keeping ownership with the employee prevents the manager from turning every request for help into reverse delegation. The next page addresses a different obstacle: responsibility without the authority needed to act.
Don’t say
“Just figure it out—that’s what I’m paying you for.”
If they push back again
“Can’t you just do it this time and I’ll watch?”
You could say
I’ll do the first part with you, and you’ll do the rest yourself. Let’s sit down for half an hour this week, then you take the next steps on your own.
After the conversation
- Book the guidance or training session within the week, and note who is giving it.
- Agree on an early checkpoint where the employee shows you a draft, so problems come to light well before the deadline.
- Write a short how-to note from the session, or ask the employee to, so the next person doesn’t start from nothing.
Questions managers ask
How long should I give someone to learn a new task?
Agree on a timeline when you assign it, based on how often they’ll do the task and how hard it is. A monthly report might take two or three cycles to learn, while a one-off analysis needs more help at the start. Check progress at a set point along the way as well as at the end.
What if I assigned a task they were never trained for?
Then the gap is partly yours, and the fix is support along with a fair deadline. Say you didn’t check what they knew before handing it over, arrange the training, and move the date if the learning time is real. Next time, ask what they’ve done before when you assign something new.
Is it a performance issue if an employee can’t do part of their job?
Only after they’ve had a fair chance to learn it. If the task is clearly part of the role and they’ve had training and support, a continuing gap is a performance issue. If nobody ever showed them, it’s a training issue first. Write down what support you gave and when, so the difference is clear later.