Using the Performance Improvement Plan and a few other strategies to Reset Standards on Your Team

(This article was written and edited by humans—yes even the dashes) 

What’s a PIP? (according to Google)

A performance improvement plan (PIP) is a formal workplace document. It outlines an employee’s performance or behavior issues, sets clear goals to fix them, provides a set timeline (often 30 to 90 days), and states the consequences if goals are not met.

It’s not COVID anymore

COVID was six years ago. But one of the side effects of that virus that still lives in the work culture to this day is the tolerating of less-than-excellent behaviors and work product from some of the workforce because we are afraid to lose headcount. Sure, true employee appreciation and respect for the value they provided were formerly terrible, and COVID helped us realize that.  But the desperate elements of COVID are over and now we should realize that we have overcorrected. We always do. I do, you do. The world does. It’s natural. Something gets broken and we “fix it to death.” But now a reset is needed. 

Got any “C” players?

Think of your amazing and excellent team. How lucky you feel to have built that team; for the most part, it is a high-functioning team. Now think of that one, or maybe two people on the team who are just not cutting it. I know you don’t have to ponder for very long. This person’s situation may be complicated, but really, when you admit it to yourself, there are “C” players on a team where you have mostly “A” and “B” players. 

Now think of the excuses you have been making for them:

Things are tough for them personally right now.

They have only been here two years.

They never got trained right. 

They do some of their work well.  

They need more attention than we can give them, so it is kind of our fault. 

They were part of an acquisition. 

It’s easier to fire than reset

Did I miss any excuses?

In your defense, the terrible “D” performers are almost easier to act on than the on-and-off performance of the “C” player. Someone no-shows for the big client event, gets caught watching porn on their work computer or misses their sales target nine months running and they are done—gone! Painful but over. It is the “C” players that you know could do better that make things complicated. Leaders often feel that there is a deficiency in their own skills—like coaching skills that need improving or more patience and understanding on their part. But chances are, you have done all that. Compassion, coaching, and patience are the right actions, it is just that in this case they are directed toward the wrong person. You have tried these things, and the behavior or performance issues remain. 

Reality: These may not be a cause for termination, but they are not acceptable either. 

Is being too nice costing you?

Sometimes we are trying to be compassionate, other times we are straight up avoiding the complexity and the discomfort of addressing issues and concerns. 

Let’s look at the unintended consequences of being too nice or not setting the boundaries and having the tougher conversations with your “C” performers: 

• Your excellent, devoted, ride-or-die people are watching you inadvertently encourage mediocrity and it’s not fair. This can put you at risk of losing your top-notch people. After all, why should they go the extra mile when someone on the team does the bare minimum?
• You are giving yourself more work by not holding this person accountable, which makes you less available to be strategic about your team/future. 
• Things are hard enough with a fully staffed, high-functioning team. Allowing inconsistent or below level performance just makes everything feel like a slog. It makes positive momentum really hard. 

Three strategies to regain excellence on your (entire) team before you “PIP”

Reestablish an atmosphere of feedback

At your next team or department meeting let everyone know that you will be moving the team into a habit of giving and receiving feedback. Ask for some feedback about some aspect of your leadership and be a good listener while they share. Make some ground rules but make it clear that there will be more feedback and some of that might be corrective. It’s how things are made better. A workplace of all high-fives is not high functioning, it’s fake.  

Take a different tact for one-to-ones.

Many of the leaders I work with have a standard way of doing one-to-ones and often shaking things up in this category can have a big impact. Are your one-to-ones too long? Too infrequent? On the fly (unscheduled)? Is there too much chit chat? Are they the (excruciating) update that ends with you saying, “what do you need from me?” Instead of the current format consider how you can create a fresh one-to-one for each and every person. Your top performers may need more broad questioning on your part so you can listen attentively to their plans and thoughts. With newer folk or those not performing well, it can be very much teaching and gently correcting mistakes. One-to-ones can be a powerful lever a leader pulls in her direction and can create greater impact and results.

See something, say something.

In my experience most leaders are avoidant of conflict and reluctant to be direct about behavioral issues and performance issues that arise. It is not a character flaw. It is borne from stress, too much to do, and the general concern over losing a body on the team—who at least still does some functions. The problem with not addressing issues is that they grow and continue, often because your silence can seem like permission to keep doing it. Find a way to be kind but direct about nearly everything you are seeing that is not up to standard. So yes, people who refuse to turn on their camera during meetings, mistakes on presentations, curt communication with customers or colleagues, etc., all have to be addressed… by YOU. Be a thorn. 

If you have tried all of this and are still getting “meh” results or inconsistent delivery from this person, it is time for the PIP. It adds a sometimes-necessary formality to show that this is serious and that things really do have to change. I will let you consult your brilliant HR Business Partner about the how and when to deliver a PIP but know that by doing this you are helping the person move “up” or “out” of your organization. In the long run this can be good for everyone.

The bottom line is that you deserve to have a fully functioning team. A thriving team. A dream team, even. Imagine the results if everyone was in a position to operate, cooperate and deliver to the full extent of their role. Magic.