The LeadershipTraction Newsletter

Barry Zweibel, here, welcoming you to the December, 2015 edition of my LeadershipTraction newsletter. Sometimes the only thing that separates us from our most outstanding work is one new idea or one turn of the phrase that puts everything in place. My hope is that this provides you with exactly that. 

To you at your best,

- bz


Taking Someone OFF of a Performance Improvement Plan

By Barry Zweibel on Dec 18, 2015


Performance Improvement Plans (PIPs) are powerful leadership tools. Just not indefinitely so.

Having an employee on a PIP can be a bit of a high-wire act for a manager, and employee, both. So how do you know when it’s time to, not meaning to mix metaphors, fish or cut bait?

Scenario: Mark is a nice enough guy, but his performance had been consistently lackluster. He’s failed to meet important deadlines. When he did meet them, the quality of his work was substandard. And, worst of all, he was seemingly totally unaware that he wasn’t meeting even the minimum requirements of the job, notwithstanding several informal ‘feedback’ sessions you had with him. As a result, you had no choice but to start him on a formal Performance Improvement Plan, or PIP.

The Employee Performance Improvement Process

As you likely know, most PIPs have several discrete steps, as defined by company policy:

  • Step 0: Informal Feedback Sessions – While it can be argued that such interactions are not really part of the ‘formal’ PIP process, in that a PIP cannot begin without them having happen, I’m including them as a prerequisite of the process beginning.
  • Step 1: Oral Warning – The point here is that you want the employee to know, in no uncertain terms, that: (a) his/her performance has become problematic; (b) why it is so problematic; (c) what, specifically, must happen to adequately address the matter; and (d) if the individual does not (or cannot) demonstrate immediate and significant improvement in the area(s) you’ve articulated, further disciplinary actions will likely result. That this is called an ‘oral’ warning is a bit misleading in that it should always include a memo to the employee, his/her file, your boss, and HR regarding the initiation of a formal PIP.
  • Step 2: (First) Written Warning – This step both reminds the employee that s/he has either failed to demonstrate the necessary improvements you articulated in your Oral Warning and informal counseling (or failed to sustain whatever improvements were made) AND that by failing to do so, s/he is putting his/her continued employment at increasing risk.
  • Step 3 (Final) Written Warning – This steps reiterates the performance issues at hand, how the necessary improvements have still not been achieved, or sustained, and that this lapse in ability (or judgment) is now negatively impacting the his/her coworkers and the department or work group. (Sidebar: Framing the individual’s performance problem(s) as affecting more than just his/her own performance is key.) As such, continued inability (or inattention) to making (or sustaining) the required performances improvements will likely lead to further disciplinary actions up to and including termination.
  • Step 4 Termination – This doesn’t mean that the employee is a bad person, or an incapable person; it just means that s/he has not been able to meet the minimum requirements of the job, and, as such, can no longer be allowed to stay in that role. (In most cases this means that a permanent separation from the company is the only viable option for that employee, although prior to this step many employees seek, and are granted, transfers into other areas or positions more in keeping with their skills, abilities, and interests.)

When the Message is Properly Received and Acted Upon

The steps of the formal PIP are what they are and, if done right, by time you’ve taken an employee to Step 4, there are really no surprises as to what’s about to happen. And I say good – the person can now get on with his/her life and find a job more suited to his/her particular skills and abilities. But what if someone actually IS able to improve enough to meet those minimum requirements?

Justifying to your boss, and HR, that it’s time to take the person OFF of their PIP can be challenging so be sure to consider the following when crafting your rationale:

  • Improvement Factors – There are two sides to this coin:
    • validation of the positive/presence of What irrefutable evidence (quants, metrics, statistics, and other hard/soft data trends, etc.) can you provide that validates the newfound presence of the very performance improvements you were seeking to create?
    • validation of the non-negative/absence of What irrefutable evidence (quants, metrics, statistics, and other hard/soft data trends, etc.) can you provide that validates the newfound absence of the very performance problems you were seeking to eliminate?
  • Sustainability Factors – Again, there are two sides to this, as well:
    • validation of the positive/presence of What irrefutable evidence (quants, metrics, statistics, and other hard/soft data trends, etc.) can you provide that validates that the necessary performance improvements you were seeking to create have not only occurred but have been sustained for a meaningful period of time?
    • validation of the non-negative/absence of What irrefutable evidence (quants, metrics, statistics, and other hard/soft data trends, etc.) can you provide that validates that no backsliding has occurred and that there are no impediments to the employee’s continued focus, process, and transparency in preventing future backsliding from occurring?
  • Ongoing Managerial Attentiveness – Yes, it’s the employee’s job to sustain his/her improved level of performance, but you have responsibilities, here, as well:
    • How will you, as the employee’s immediate supervisor, keep tabs on things to insure no backsliding?
    • How will you, as the employee’s immediate supervisor, respond should any backsliding (real or perceived) become evident?
    • How will you, as the employee’s immediate supervisor, hold yourself accountable to insure that you respond to any backsliding (real or perceived) in a respectful, meaningful, and rapid manner?

If you have good answers to these questions, it’s likely time that the employee be taken of his/her PIP, and that you’ll be able to gain the necessary support from your boss, and HR, to do so.

But whatever you do, don’t let a PIP linger, unnecessarily – don’t leave the person in limbo, in abeyance, in Siberia! It’s your job to either take them to the next step or stand down – not to let a PIP drag on for yet another quarter because of you’re inattention. Anything less That’s neither fair to them, nor to their coworkers. So let your employee know that it is his/her responsibility to provide that irrefutable evidence to you – and that if, for whatever reason, s/he cannot (or does not), then it will almost certainly guarantee the the next step of the disciplinary process being taken.

Again, be clear that it is the employees’ job to prove to you that your message was properly received and acted upon. If they fail to do so, it’s on them, not you.

A-minus vs. B-plus Motivations

So let’s say you are provided with the irrefutable evidence you requested, are able to convince your boss and HR to agree with your recommendation, and step someone down off the PIP. Now what?

Since some employees are motivated more by a well-timed pat on the back and others more by being reminded that there’s still more left to do, knowing, in advance, which approach better inspires this employee (and each of your employees, for that matter) is key.

By the way, all that last point to whether an employee is currently on a PIP, has recently rolled off one, or has always been productive, solid, contributor. Why? Because when it comes to leading others, it’s in your best interest to help everyone do as well as they possibly can. And the fewer people up, there, on that tight rope, the better.

What Causes A Leader’s Paint To Chip?

By Barry Zweibel on Dec 15, 2015

old paint

Here are 10 reasons why leaders make things unnecessarily complicated for themselves and those they work with…

  1. Too many leaders don’t handle conflict particularly well – What is leadership, after all, but the ability to get smart, capable people to want to to stop working on their priorities and work on yours, instead? And that, my friends, is often all about conflict.
  2. Too many leaders think that leadership is only about managing ‘down’ the chain – But try getting something truly meaningful done without the full, ongoing support from your boss, peers, and others inside (and out) of the organization. In all probability, you can’t. Not if it’s something really worth doing, anyway.
  3. Too many leaders fail to hold themselves accountable as they would others – Sure, they may think they do, they may even pretend they do, but we know differently. We see differently, don’t we?
  4. Too many leaders don’t give nearly enough attention to their own leadership skills – Leadership development doesn’t happen by osmosis, it takes both intention and attention. As it says on my business card, “Becoming a better leader is an intentional activity.”
  5. Too many leaders fail to connect their actions to their company’s core business metrics – Sure, they’re busy, but what are they really achieving that’s above-and-beyond the basic responsibilities of the job?
  6. Too many leaders insist they don’t have time to further educate themselves – The latest Wall Street Journal tagline really nails it: “People who don’t have time make time to read The Wall Street Journal.” Too, there’s always Leadership Haiku, my book. It’s my attempt to creatively, engagingly, and thought-provokingly demystify the art, science, and practice of exemplary leadership – 3 lines and 17 syllables at a time.
  7. Too many leaders measure their success with the wrong criteria – Money? Power? Prestige? Sure. But how much fun are they having? How aligned is what they do with their core values? How grateful are they to be able to truly make a difference in other people’s lives? How physically, emotionally, creatively, and courageously fit are they? And, of course, how vibrant are their relationships at home and outside of work?
  8. Too many leaders work on the wrong things – I call it ‘productive procrastination’, when we confuse the work we happen to be doing with the work we really need to be doing. Similar, maybe, but more often than not, decidedly different. (Examples: Catching up on your emails during a conference call, instead of actively contributing; firefighting the latest surprise news instead of creating channels to learn about the priority changes being considered.)
  9. Too many leaders rarely say anything interesting enough for people to even want to follow their lead – Years ago I heard a great description of middle managers: “Store and forward devices, with filters.” Anyone who just apes the company line without first making sense of it is missing a huge leadership opportunity.
  10. Too many leaders are not resilient enough – Stress is a non-optional part of most jobs, but how we handle stress, and the strain we do or do not feel as a result – that is, our hardiness, resilience, and ability to manage crises – can most definitely be learned and better managed.

What to DO about this?

If you recognize any of these affects in the leaders around you, buy them a cup of coffee (or a beer) and engage in a little downtime. Just getting to know them a little better can go a long way. Why? Because people are sometimes so stuck in their roles that they forget to be human and increasingly isolate themselves, from others, which further exacerbates the dysfunction. But when someone reaches out to them, there’s often a wonderful humanizing effect that kicks in. It’s worth trying to help make that happen.

If, on the other hand, you’ve started to recognize some of these attitudes and behaviors in yourself, buy yourself that coffee or beer – yes, you’ll want to do something about your ‘peeling paint,’ but you also deserve to celebrate this important moment in your self-awareness, too.


Recent Articles:

Power and Engagement
Conflict and Autopilot
Priority Overload

How Well Does Your Staff Handle Conflict?

  1. How capable are your direct reports (and can they become) at utilizing the specific behaviors known to make conflicts more productive?
  2. How capable are they (and can they become) at avoiding the use of the specific behaviors know to make conflicts worse?
  3. How in control are they (and can they become) of what triggers them (and others) into feeling they're under attack, whether they really are or not?
The Conflict Dynamics Profile (CDP) assessment, coupled with one or two personalized debriefings with me, is a proven technique for helping people become more confident, capable, and proactive in addressing the (big and little) scrapes they have to navigate on a regular basis.

Interested in learning more? Just ask.

I hope you found this issue of the LeadershipTraction newsletter a helpful and enjoyable read. If so, please forward a copy to those you think it might also benefit from it and recommend they subscribe, as well. Thanks! - bz

Copyright © 2015 LeadershipTraction, All rights reserved.

Subscribe | Home