The PIP Playbook: How to Make Performance Plans a Tool, Not a Weapon

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I remember a day when employers help lift up their employees.
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Mhm.
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Made them better.
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Yes.
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And what they would do is they would start with a performance improvement plan.
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Okay.
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Do you feel that that has changed a tiny bit.
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Tiny tiny bit.
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Just a little bit.
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It used to be the way.
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Now we are going to discuss the weapon that it is and why you should just holster that thing and let's get it back to the way.
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Stay tuned.
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She's the CEO.
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He's the marketing and operations guy.
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If it's broken, you need the business fix.
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As we have approached mid-August here, you're like, the kid's gone.
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Yes.
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Kid's gone.
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We're dealing with one.
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We have a high school student and a college student.
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You know, it's just it's different.
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And I'm adjusting.
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I'm working on.
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Are you.
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I'm resilient.
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Are you?
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I I'm.
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I keep telling myself that I'll be fine.
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There was a shirt that I should have bought that said.
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I just dropped my daughter off at college.
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Be gentle.
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And I did not buy it, so.
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And yet you still decided to come in here and sit with me today?
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I did.
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That's.
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And we're going to talk about pips.
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We are.
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Um, like, how can I throw Chrissy over the edge?
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Right, right.
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So she needs a three week hiatus, right.
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If, let's say if at any point during this episode, you see Chrissy in a different outfit, it's because she lost her stuff.
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She had to go a few days at a, at a facility.
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We had to reshoot and she came back and forgot the, the.
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Right.
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Yeah.
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Right.
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It changed.
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You'll come back in different clothes.
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Mhm.
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Um, maybe a beard and.
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Glasses on.
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It'll be fine.
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Are you doing anything fun right now?
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Besides, just when I get when I get, I get like August is when it sets in like, uh oh, like summers.
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We're we're well past halfway.
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Yeah.
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Here comes the fall.
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Yeah.
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Here comes the.
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And there's.
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I love riding in the fall.
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I truly do because it's nice and cool.
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You're not sitting on a two hundred degree motorcycle in ninety degree weather and traffic going, oh, why did I make this decision?
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So, and like, especially on the one motorcycle, two of them actually are V twins.
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So the one cylinder basically sits directly between your legs.
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And anytime you're sitting still, it is just, I mean roasting like you from the crotch up and no thank you.
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Yeah.
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No, it's just not not so the fall is beautiful for riding like the leaves, all that other stuff.
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But it's also like, dude, it can get cold.
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This this is almost over.
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Winter is coming.
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Right, right, right.
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Which is just scary as hell.
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Um, that being said, um, like each year when I get to that time of the year, um, I start to realize that how my performance on the motorcycle has failed.
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Okay.
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Be it on the track, be it in the woods, be it just riding around.
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And I think, boy, I really need to improve my performance some way.
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I should, I should come up with a plan, a way to make a segue.
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Good job.
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Is that a that is a good segue.
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I like to me, what's so funny is, is I remember when like you were put on like, hey, look, we're going to help you move forward from this.
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Mhm.
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Um, we see what's wrong.
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We want to help you change and fix this.
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Now that basically says like when you, when someone gives you a pip, now it as an employee, it is put open to work on your LinkedIn profile yesterday.
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Yeah.
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Um, and in many cases, it's funny, I've, I've seen it come up and I've seen them change where you're like, oh, okay.
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Well, that's yeah.
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That's new.
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Your ninety day improvement plans really ninety days to update your resume, find another job.
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Right?
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Yeah.
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No, that's what it is.
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You have like, I mean, this is and it's once again, it is this is your ninety days of severance.
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Even though you're working, even though you're working through it.
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Because we don't want to have a conversation that's awkward right now.
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Right?
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Yeah.
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Right.
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We're going to set it up so we can have that awkward conversation in ninety days.
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Yeah.
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With security present.
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Exactly.
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I the frustration.
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Mhm.
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Chris.
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He's about ready to go.
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Kool-Aid.
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Man on one of the walls in the studio.
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This is gonna be so much fun.
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Like when your hand, like, as a as someone that's worked in many, many, many different jobs as an employee when being handed a pip, it feels like, hey, this is the terminal diagnosis.
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Um, you've got ninety days to live from an HR.
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And like the CEO perspective, why have pips become just this toxic weapon instead of a tool?
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And like, like, what are they supposed to be as a tool?
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Yeah.
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I mean, they're toxic because employees have learned what they usually mean.
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Yeah.
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That's easy.
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I mean, in a lot of organizations, a Pip isn't a performance improvement plan.
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I mean, it's a delayed termination notice.
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It's the paper trail for a lot of organizations.
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It's the paper trail.
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It's the slow walk to an outcome that leadership has already decided.
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And employees aren't stupid.
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No, I feel like why do you think like, if this is the pattern, I see this all the time.
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That's stupid.
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You're not fooling anyone.
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No. They want to help you get better.
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No, you don't know.
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They know the process and they know what's real and what's performative.
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And for most organizations, pips are performative.
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I mean, and that's why the moment someone hears Pip performance and improvement plan, they're not thinking, great, here's my opportunity to improve.
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I mean, they're jumping to, I got to update my resume.
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I mean, and that that reaction is not irrational.
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It's learned and it's demonstrated because leaders have taught employees for decades that pips are weapons.
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Oh, one hundred percent.
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And so they've used them to avoid direct conversations.
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They create legal cover.
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They delay those decisions they've already made emotionally.
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And that damage is more than the employee on the plan and the team sees it.
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I think that's where often as leaders, we forget that the rest of the team is watching.
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And if they've been there for any number of years, they know performance improvement plan, I'm gone.
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And the funny thing is, is when you have this meeting in the conference room or in your office between you and the employee.
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Yes, everyone on the team knows as soon as you just like, hey, John, come into my office for a second, they're like, done, done, done, right.
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There's no secret here.
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You're like, just be quiet about this.
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There's no need.
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No. Well, and I think, you know, from an HR and a CEO perspective, the strategic purpose of a Pip should be very different and it should answer one question, and that is, can this person realistically succeed in this role with clear expectations, defined support, measurable, measurable goals, and a fair period of time?
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One question can they be successful in the role?
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If you really want to summarize it, that's it.
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Is this person.
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Is it possible for them to realistically succeed?
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That's it.
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It's not a punishment.
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It's not a threat.
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It is not a surprise attack.
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It's a structured decision tool.
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That's why I get so mad because people don't use it as a tool.
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It is a tool.
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It is not a weapon.
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All right.
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So before you use a Pip, you have to be honest about whether you're trying to coach correct or cut.
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Yes, yes.
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Three C's of what we talked about when we're dealing with performance improvement, if the person is coachable, which means they're aligned and there is a clear performance gap, a Pip is absolutely appropriate, right?
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If the issue is behavior, attitude, Insubordination, active harm to the team.
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That's not a pip.
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That may be a correction or an immediate cut, right?
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All I can think of is that did I stutter?
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Scene between Stanley and Michael in the office?
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I mean, if you already know the person is not going to make it.
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Don't pretend the Pip's a rescue plan.
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Like just stop.
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No, no. That's where leaders lose moral authority and they lose.
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I mean, they lose their credibility.
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A good Pip creates clarity, consistency, and consequence, right?
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Clarity is about the standard.
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Consistency is how the standard is applied.
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Consequences if the standard is or is not met.
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And that's what really protects the company, not because it traps the employee, because it proves the company acted with fairness, structure, and integrity.
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Because we put them on this, because we believe that they're coachable and they can be a good team member.
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So how do you determine when that employee actually warrants a performance improvement plan?
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Like when it's coachable alignment, like when it's that skill gap versus it is that, yeah, here's your pink slip.
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Mhm.
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I mean, again, this is where coach correct cut matters, right?
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Because not every performance problem deserves the same response.
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All right.
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Not everybody needs a giant hammer.
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And I think that what mistake we make as leaders or managers is that we use one tool for every issue because we're uncomfortable with naming what actually happens.
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So we're just going to use this no matter what.
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Everything's a hammer.
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Yeah, but a skill gap, a behavior issue and a values issue.
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Those three things are not the same.
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No. So a coach issue.
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Let's give you an example.
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I mean person wants to do well.
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They are aligned with the culture.
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They're trying and they are receptive to feedback.
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But they're missing a skill, a process, a confidence point, a standard.
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They are a great Pip candidate, right?
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Correct issue.
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Sounds like behaviors causing disruption.
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person may be capable, but they need clear, direct feedback now, right?
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Maybe they're communicating poorly.
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Maybe they get defensive.
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Maybe they're missing deadlines or creating confusion.
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That may require a direct correction, but not necessarily a full pip.
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Hey, you're doing this.
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I need you to stop doing this.
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That doesn't need a development plan.
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Stop doing the thing.
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Stop being a jerk.
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That's it.
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Stop doing it.
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I mean, and a cut issue sounds like, you know, trust is gone.
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They are actively undermining leadership, refusing reasonable expectations, and they're creating harm within your organization.
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And harm doesn't mean like they're holding a gun to your head.
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Harm may mean I know what you're thinking.
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It can mean that can mean that, in which case that's a different problem.
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I would not call HR, I would call right, call local law enforcement.
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But really it's if they're not aligned with the values of your organization, and that's not a development plan, that is a decision.
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And those issues are not Pip issues.
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If they are actively harming your business.
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We are not going to put them on a performance improvement plan.
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No. So if they are handing your customer list to to your competitor, that's not something we're going to coach on.
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We're going to say, hey, I don't think you should do that.
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No, you are fired.
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That is violating the terms of your employment agreement or employee handbook.
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So I guess here's the other thing.
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Like if you're only using a Pip because you're afraid to terminate, you're not ready to do a Pip, right?
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If you can't clearly define what success looks like, you're not ready for a pip.
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A pip works best when the problem is specific, measurable, and improvable.
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So and here's the bigger CEO manager question that I think this is why I get so mad because people don't answer this question first.
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Breathe.
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Breathe.
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I hear you.
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I'm so mad.
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Calm.
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Calm yourself before you do this.
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Here's what I want you to ask yourself.
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Managers or CEO, would you be genuinely glad if the person successfully completed the Pip huge I. And that is an amazing question.
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It truly is.
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Because if the honest answer is no, then the Pip isn't real.
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And that question's going to tell you a lot because if you are secretly hoping they fail, you're not coaching, you're staging.
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And that's where Pip's become toxic and why people hate them, and why I get so mad when people post about, you know, well, I'm preparing to get rid of someone.
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So I just put their pip together that if you want me to hate you, text me that this person isn't working out.
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So I'm just going to put their pip together because they're not going to work.
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I'm like, what?
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Then just let them go?
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Why are why are we being a hostage?
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Why are you holding them as a hostage?
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And why are you putting your business as a hostage?
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Because now you're holding yourself as a hostage.
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Yeah.
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And if it's ninety days, you know they're not going to improve.
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Well, do you want them to get worse?
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I mean, that's the other part.
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If you know, it's going to be toxic, like just so here's my madness.
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Here's my question because all we've seen it for the most part, it's truly not truly, it's typically been used as a weapon over the past, I would say two decades.
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Yeah.
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How do you communicate to someone that this is a legitimate runway for growth, rather than this is your way out the door?
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Pack your stuff.
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This is a fake trial with a rigged jury.
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Like, how do you make sure that they feel that it's one and not the other?
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So I think the first thing is that employees should never be shocked when you use them.
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So we should we should use performance improvement more frequently than we do because most of the time.
00:14:02.639 --> 00:14:04.139
Josh this is why they're weaponized.
00:14:04.139 --> 00:14:07.406
Like people realize you don't give me a pip until you're ready for me to leave.
00:14:07.406 --> 00:14:07.773
Yep.
00:14:07.773 --> 00:14:09.306
And that's not it.
00:14:09.306 --> 00:14:12.139
I mean, so first, they should never be shocked.
00:14:12.139 --> 00:14:17.572
They should never be completely blindsided because that tells me there was probably a communication failure before the Pip ever existed.
00:14:18.806 --> 00:14:21.840
Now it doesn't happen just a little bit.
00:14:21.840 --> 00:14:26.139
A little bit doesn't mean the employee is going to agree to some of this.
00:14:26.139 --> 00:14:29.005
I mean, people don't always agree with feedback and that's okay.
00:14:29.005 --> 00:14:33.373
But they shouldn't be hearing in their Pip that they have a serious issue for the first time.
00:14:33.373 --> 00:14:35.273
Like it's never supposed to be a first time.
00:14:35.273 --> 00:14:42.740
And from an HR and a psychological safety perspective, the message has to be direct and grounded so it's not overly soft.
00:14:42.740 --> 00:14:45.240
Hey, you know, we're putting you on this performance improvement plan.
00:14:45.240 --> 00:14:50.773
We'd really like it if you could maybe no sandwich, no sandwich, no. And it shouldn't be overly scary.
00:14:50.773 --> 00:14:52.673
You have ninety days and if you don't improve, you're fired.
00:14:52.673 --> 00:14:54.340
Like it's that's in essence what they mean.
00:14:54.340 --> 00:14:57.940
But you don't need to say it that way.
00:14:57.940 --> 00:14:59.373
Be clear.
00:14:59.373 --> 00:15:04.906
So use the framework clarity, consistency, consequence we've talked about in a couple of episodes around coaching.
00:15:04.906 --> 00:15:06.539
We talked about coach correct or cut.
00:15:06.539 --> 00:15:08.673
We talked about clarity, consistency and consequence.
00:15:08.673 --> 00:15:10.605
So I would say something like this.
00:15:10.605 --> 00:15:12.105
We're going to role play for a second.
00:15:12.105 --> 00:15:13.273
All right.
00:16:10.493 --> 00:16:12.360
Here's what I would tell someone.
00:16:12.360 --> 00:16:13.826
Right.
00:16:13.826 --> 00:16:15.126
AM I going to lose my job.
00:16:15.126 --> 00:16:16.692
No. Are you going to kick me off the podcast.
00:16:16.692 --> 00:16:17.225
Not today.
00:16:17.225 --> 00:16:18.526
I see the paperwork here.
00:16:18.526 --> 00:16:19.660
Are you going to kick me?
00:16:19.660 --> 00:16:20.993
All right.
00:16:20.993 --> 00:16:24.326
So we're at a point where this needs a formal plan.
00:16:24.326 --> 00:16:30.060
And the goal of this plan is to give you a clear opportunity to meet the expectations for this role.
00:16:30.060 --> 00:16:33.460
This is not a formality and it is not a surprise ending, right?
00:16:33.460 --> 00:16:36.160
We're going to define what success looks like for you.
00:16:36.160 --> 00:16:43.660
We're also going to define what support will be provided, how progress is going to get measured, and what happens if the expectations are not met.
00:16:43.660 --> 00:16:46.326
Also we're going to talk about what happens if expectations are met.
00:16:46.326 --> 00:16:50.360
This PYP goes away and we just continue to love working together.
00:16:50.360 --> 00:16:50.660
Right?
00:16:50.660 --> 00:16:51.860
That's the tone.
00:16:51.860 --> 00:16:52.926
It's direct.
00:16:52.926 --> 00:16:54.126
It's respectful.
00:16:54.126 --> 00:16:56.225
There is no drama.
00:16:56.225 --> 00:16:58.626
You know the word that stands out to me there.
00:16:58.626 --> 00:16:59.660
What support?
00:16:59.660 --> 00:17:00.660
Yes.
00:17:00.660 --> 00:17:01.725
Like I want.
00:17:01.725 --> 00:17:03.326
I want you to get here.
00:17:03.326 --> 00:17:03.660
Yeah.
00:17:03.660 --> 00:17:05.259
I want you to be successful.
00:17:05.259 --> 00:17:08.259
We hired you because we want you to be successful.
00:17:08.259 --> 00:17:13.026
We hired you for this team because we believe that you're aligned with our values and our culture.
00:17:13.026 --> 00:17:15.093
And you want to be here, and we want you to be here.
00:17:15.093 --> 00:17:17.960
But these are the things that we need for you to be successful.
00:17:17.960 --> 00:17:18.425
Yep.
00:17:18.425 --> 00:17:20.492
So employees need to know four things.
00:17:20.492 --> 00:17:22.859
I know we usually do three, but they need to know four this time.
00:17:22.859 --> 00:17:23.792
All right.
00:17:23.792 --> 00:17:25.192
What's the concern?
00:17:25.192 --> 00:17:27.559
Why are we having this conversation?
00:17:27.559 --> 00:17:29.425
What does success look like?
00:17:29.425 --> 00:17:35.393
What support that other s will they receive and what is the consequence if the standard isn't met?
00:17:35.393 --> 00:17:36.792
Those are four things.
00:17:36.792 --> 00:17:38.225
That's clarity.
00:17:38.225 --> 00:17:40.059
Then the manager has to follow through.
00:17:40.059 --> 00:17:41.826
That is consistency.
00:17:41.826 --> 00:17:45.326
And you cannot say we're here to support you and disappear in thirty days.
00:17:45.326 --> 00:17:51.093
Most of the time when it comes to a Pip, they say, we're here to support you and they're gone by the time the meeting's over.
00:17:51.093 --> 00:17:51.460
Yeah.
00:17:51.460 --> 00:17:52.893
There's no support at all.
00:17:52.893 --> 00:17:54.192
I mean, Pip can't be.
00:17:54.192 --> 00:17:54.559
Good luck.
00:17:54.559 --> 00:17:55.893
See you at Judgment Day.
00:17:55.893 --> 00:17:58.559
That's not how this works.
00:17:58.559 --> 00:18:02.725
The manager has to show up, check in, give feedback.
00:18:02.725 --> 00:18:07.859
And if you're the business owner and you're giving the pip, you better frickin show up.
00:18:07.859 --> 00:18:08.960
Yeah.
00:18:08.960 --> 00:18:10.425
So document your process.
00:18:10.425 --> 00:18:10.725
Then.
00:18:10.725 --> 00:18:12.160
Then you go to consequence.
00:18:12.160 --> 00:18:12.859
All right.
00:18:12.859 --> 00:18:15.725
If they meet the standard, great.
00:18:15.725 --> 00:18:16.893
They need to be reintegrated.
00:18:16.893 --> 00:18:18.593
And that Pip needs to go away.
00:18:18.593 --> 00:18:20.826
It's not forever like they're treated on probation.
00:18:20.826 --> 00:18:21.359
All right?
00:18:21.359 --> 00:18:22.559
No, it goes away.
00:18:22.559 --> 00:18:26.460
If they do not meet the standard, the result should not be a surprise.
00:18:26.460 --> 00:18:30.359
And we do not step on people's dignity when we are letting them go.
00:18:30.359 --> 00:18:36.826
Safest Pip is the one where everyone knows where they stand the whole way through.
00:18:36.826 --> 00:18:41.125
Continue to check in and that's what creates legal protection, emotional safety and leadership integrity.
00:18:41.125 --> 00:18:48.793
And I know you're going to talk more about it in operations, but that's the biggest question too, is if they're successful, are you going to be happy about it?
00:18:48.793 --> 00:18:52.860
Because if you're going to be mad when they're successful, that is a you problem.
00:18:53.992 --> 00:18:57.259
You either hired the wrong person or you're just a jerk.
00:18:58.393 --> 00:18:59.026
Maybe both.
00:18:59.026 --> 00:18:59.992
Maybe both.
00:18:59.992 --> 00:19:02.192
You need to be excited for them.
00:19:02.192 --> 00:19:03.726
Oh, one hundred percent.
00:19:03.726 --> 00:19:07.992
When I know, when I've had people that have been successful, it's almost like throwing a party.
00:19:07.992 --> 00:19:09.593
You know, we are so glad that you're here.
00:19:09.593 --> 00:19:12.160
Thank you for changing the direction of your performance.
00:19:12.160 --> 00:19:16.625
What other tools and resources can we provide to you so that we can continue to build on this success?
00:19:16.625 --> 00:19:17.793
Yes.
00:19:17.793 --> 00:19:18.826
Say it with a smile.
00:19:18.826 --> 00:19:21.860
Don't be mad because they did it.
00:19:21.860 --> 00:19:23.160
So yeah.
00:19:23.160 --> 00:19:23.492
All right.
00:19:23.492 --> 00:19:25.992
Josh, operations time.
00:19:25.992 --> 00:19:26.559
Yeah.
00:19:26.559 --> 00:19:27.925
I know you're excited.
00:19:27.925 --> 00:19:30.460
You're like, she's gonna yell at me.
00:19:30.460 --> 00:19:35.593
So if an owner or manager decides a pip is necessary, they've answered the question of yes.
00:19:35.593 --> 00:19:37.726
They'll be excited if they're successful.
00:19:37.726 --> 00:19:45.559
How do we build and execute operationally so that it relies one hundred percent on data and removes that emotional guesswork and gives us a clean result?
00:19:45.559 --> 00:19:51.293
Because I feel like the data may match, but then I'm like, I still don't feel like I should keep them.
00:19:51.293 --> 00:19:53.593
And that that is why pips have a bad name.
00:19:53.593 --> 00:19:54.492
Oh, one hundred percent.
00:19:54.492 --> 00:19:57.559
And I have a great story about this from a role playing perspective.
00:19:57.559 --> 00:19:58.860
Oh, yeah.
00:19:58.860 --> 00:20:03.526
Uh, to me, like first off, the ten year slide, you have to look at this.
00:20:03.526 --> 00:20:04.360
Okay.
00:20:04.360 --> 00:20:05.925
And we've both seen this.
00:20:05.925 --> 00:20:11.992
You cannot pip someone for a rule or standard that you have allowed to slide for ten years.
00:20:11.992 --> 00:20:13.992
This is why people think it's a weapon.
00:20:13.992 --> 00:20:14.559
Yes.
00:20:14.559 --> 00:20:21.625
You have a rule in your handbook that you have not enforced for ten years, but all of a sudden you're like, I don't like Betty anymore.
00:20:21.625 --> 00:20:24.360
So now you're going to enforce the rule on Betty?
00:20:24.360 --> 00:20:31.226
Yes, but Bob, Jim, Alice and Julie still correct infractions on that rule doesn't apply to them.
00:20:31.226 --> 00:20:48.925
Like for an example, if leadership has tolerated sloppy, sloppy CRM data handoffs or missed deadlines for months or years without enforcement enforcement, dropping a surprise Pip on someone is hypocritical and destroys your entire company.
00:20:48.925 --> 00:20:52.425
You may only do this to one person in one office.
00:20:52.425 --> 00:20:55.293
That echoes through the entire company.
00:20:55.293 --> 00:20:56.125
Like you.
00:20:56.125 --> 00:20:57.026
Like a shot.
00:20:57.026 --> 00:21:05.960
You would not believe because now you have become the erratic leader that uses the term at will employment as a scare tactic.
00:21:05.960 --> 00:21:06.360
Yes.
00:21:06.360 --> 00:21:12.160
And not like, hey, we're both here because we want to be here because it's an at will state.
00:21:12.160 --> 00:21:19.226
Not like, hey, uh, so once again, it's it shouldn't be used as a scare tactic.
00:21:19.226 --> 00:21:26.293
It's easy in the long run to get people to work because they want to, not because you made it your life's work to continually threaten them.
00:21:26.293 --> 00:21:31.160
No goes back to why doesn't anybody want to work here anymore?
00:21:31.160 --> 00:21:31.625
I don't know.
00:21:31.625 --> 00:21:33.259
Maybe because you weaponized a Pip.
00:21:33.259 --> 00:21:34.625
Correct.
00:21:34.625 --> 00:21:37.593
So before, like, this is the big this is the big thing.
00:21:37.593 --> 00:21:40.360
You have to run the leadership correction.
00:21:40.360 --> 00:21:44.059
Pips are never one of those things where you're like, oh, we need to do this.
00:21:44.059 --> 00:21:47.360
It's you finally decide that you need to do it.
00:21:47.360 --> 00:21:50.526
There's there's, but there's never that point.
00:21:50.526 --> 00:21:52.192
There's a build up to that point.
00:21:52.192 --> 00:21:52.960
Yes.
00:21:52.960 --> 00:22:08.160
Well, before you get to that point, when you're in the build up, fix the broken processes, formally reintroduce and reinforce the SOPs to the entire team, establish visible accountability from the top down and set that clean baseline.
00:22:08.160 --> 00:22:16.026
Then, and only then, if an individual continues to miss the established standard, move to a formal Pip.
00:22:16.026 --> 00:22:18.125
Yeah, not before it.
00:22:18.125 --> 00:22:19.992
No. So here's the other thing.
00:22:19.992 --> 00:22:21.559
We've talked about this all the time.
00:22:21.559 --> 00:22:23.960
Audit the machine before you audit the person.
00:22:23.960 --> 00:22:27.360
Did the person fail or is your system suck?
00:23:04.690 --> 00:23:05.789
Yeah.
00:23:05.789 --> 00:23:08.355
Because if everybody should be on a Pip right now.
00:23:08.355 --> 00:23:09.389
Correct.
00:23:09.389 --> 00:23:10.522
It's one of two things.
00:23:10.522 --> 00:23:10.889
Correct.
00:23:10.889 --> 00:23:13.589
Your problem is really bad or correct.
00:23:13.589 --> 00:23:14.389
Yeah.
00:23:14.389 --> 00:23:16.355
It's the old saying too.
00:23:16.355 --> 00:23:23.455
If you walk into a room and there's not one asshole in there, it's you.
00:23:23.455 --> 00:23:26.955
It's the same thing with this to me.
00:23:26.955 --> 00:23:34.889
The other thing that I like, this is the biggest thing that has served me so well in leadership positions.
00:23:34.889 --> 00:23:44.690
Before I got out, before I went to HR and said, hey, we need to write this up, I would ask, how have I failed this person from an honest perspective?
00:23:44.690 --> 00:23:46.455
What have I done to help them?
00:23:46.455 --> 00:23:52.056
And once again, does that person feel like I'm helping them or do they feel like I'm working against them?
00:23:52.056 --> 00:23:55.822
If they feel like you're working against them, it's either because you are.
00:23:55.822 --> 00:23:58.955
There's a bigger culture issue or they aren't a fit.
00:23:58.955 --> 00:24:01.155
Yeah, you have to check with them.
00:24:01.155 --> 00:24:03.155
You have to sit down and check with them.
00:24:03.155 --> 00:24:04.455
This is a process.
00:24:04.455 --> 00:24:10.822
Once again, this is a process you have to go through before you pull out the piece of paper and be like, hey, look, it's a pip.
00:24:10.822 --> 00:24:14.623
Yay! Verify.
00:24:14.623 --> 00:24:15.822
Are the written SOPs.
00:24:15.822 --> 00:24:17.455
Are there functional tools and training?
00:24:17.455 --> 00:24:19.990
Were expectations defined in writing?
00:24:19.990 --> 00:24:27.389
If the operational infrastructure is missing or broken, you have to fix the system first.
00:24:27.389 --> 00:24:28.455
You're the problem.
00:24:28.455 --> 00:24:29.190
Yes.
00:24:29.190 --> 00:24:30.822
Didn't we talk about that last episode?
00:24:30.822 --> 00:24:31.289
We did.
00:24:31.289 --> 00:24:35.755
And yes, most of the time in these types of situations, it's it's us.
00:24:35.755 --> 00:24:41.589
We're doing it wrong because we're avoiding something that's uncomfortable or we were too busy to pay attention.
00:24:41.589 --> 00:24:41.990
Correct.
00:24:41.990 --> 00:24:45.022
That's the that's the bigger one is you just didn't pay attention.
00:24:47.022 --> 00:24:51.123
If you're good with that step, we move on to step number two.
00:24:51.123 --> 00:24:51.522
Okay.
00:24:51.522 --> 00:24:52.423
Done my best.
00:24:52.423 --> 00:24:53.822
Like commercial voice there.
00:24:53.822 --> 00:24:54.389
Good job.
00:24:54.389 --> 00:25:01.789
Designing binary measurable milestones and a stepped progression.
00:25:01.789 --> 00:25:04.623
Yes, please.
00:25:04.623 --> 00:25:05.955
I hate it when.
00:25:05.955 --> 00:25:06.822
Hey, here's your pip.
00:25:06.822 --> 00:25:08.822
You need to be more proactive.
00:25:08.822 --> 00:25:10.123
More proactive than what?
00:25:10.123 --> 00:25:11.755
That's not clear.
00:25:11.755 --> 00:25:13.923
Define what proactive means.
00:25:13.923 --> 00:25:14.155
Right?
00:25:14.155 --> 00:25:18.955
We want you to improve communication once again or show more leadership.
00:25:18.955 --> 00:25:19.490
Um.
00:25:19.490 --> 00:25:24.522
Hi. Look in the mirror because that's what they're gonna say to you.
00:25:24.522 --> 00:25:26.289
Build yes or no metrics.
00:25:26.289 --> 00:25:33.722
Update like like update and clean these files by five o'clock PM daily with one hundred percent accuracy.
00:25:33.722 --> 00:25:34.690
That's a thing.
00:25:34.690 --> 00:25:35.289
Mhm.
00:25:35.289 --> 00:25:40.155
Because there's numbers involved there, there's there's a done point there.
00:25:40.155 --> 00:25:43.289
Improve communication is like a goalpost.
00:25:43.289 --> 00:25:48.155
I mean, it's literally you've put a carrot on the end of a fishing pole in front of the donkey.
00:25:48.155 --> 00:25:49.123
Make it measurable.
00:25:49.123 --> 00:25:50.255
Yes.
00:25:50.255 --> 00:25:51.556
The other thing is, is step.
00:25:51.556 --> 00:25:53.389
This don't.
00:25:53.389 --> 00:25:57.655
Expecting an employee who is struggling at sixty percent capacity to jump to one hundred percent.
00:25:57.655 --> 00:25:59.389
As soon as you slide a piece of paper in front of him.
00:25:59.389 --> 00:26:00.190
That doesn't happen.
00:26:00.190 --> 00:26:01.123
It can't.
00:26:01.123 --> 00:26:02.990
It guarantees their failure.
00:26:02.990 --> 00:26:12.155
So like if you're doing ninety days at thirty days there five or let's say, let's say it's thirty days to day ten, you're five percent better.
00:26:12.155 --> 00:26:14.490
Day twenty, you're at ten percent better.
00:26:14.490 --> 00:26:18.355
And day thirty, you're the full fifteen percent better that we need.
00:26:18.355 --> 00:26:21.955
Don't say we need you fifteen percent better on day thirty.
00:26:21.955 --> 00:26:22.990
They ain't going to get there.
00:26:22.990 --> 00:26:31.155
No. Give them steps along the way to hit that because you have to be active as a leader in this.
00:26:31.155 --> 00:26:33.522
Otherwise, you're not a leader.
00:26:33.522 --> 00:26:34.522
You're a manager.
00:26:34.522 --> 00:26:44.755
And you may as well just put like world's best boss on your mug and just start screaming at people, like handing someone a document and telling them to do better.
00:26:44.755 --> 00:26:49.355
No. Nothing signals, I don't care.
00:26:49.355 --> 00:26:50.722
I hope you fail.
00:26:50.722 --> 00:26:54.655
More than that, especially when you know that it is virtually impossible.
00:26:54.655 --> 00:26:58.855
Let's say you have a salesperson and you're like, you need to have X amount in your pipeline.
00:26:58.855 --> 00:27:01.655
You have to have X amount closed and you know that you have.
00:27:01.655 --> 00:27:05.822
You gave them a ninety day pip and you have an eighteen month sales cycle.
00:27:05.822 --> 00:27:09.089
You have to figure out what is measurable progress look like.
00:27:09.089 --> 00:27:13.322
And if you don't want to keep that person because they're not going to make the cut, like just let them go.
00:27:13.322 --> 00:27:20.990
Yeah, you can always extend, but don't delay the inevitable if you already know you're setting them up for failure one hundred percent.
00:27:20.990 --> 00:27:26.722
The other thing that I want to talk about with that is let's talk about like the high frequency check ins.
00:27:26.722 --> 00:27:27.322
Okay?
00:27:27.322 --> 00:27:27.855
Mhm.
00:27:27.855 --> 00:27:32.190
Because what I want to do with you right now is I want to play the pip game.
00:27:32.190 --> 00:27:33.522
I don't want to play pip game.
00:27:33.522 --> 00:27:34.423
Let's play the pip game.
00:27:34.423 --> 00:27:35.056
I know.
00:27:35.056 --> 00:27:39.690
So what we're going to do here is I'm not going to tell you how to score.
00:27:39.690 --> 00:27:46.623
At no point throughout the game I'm going to tell you what the score is, and in thirty days I'll let you know if you still have a job.
00:27:46.623 --> 00:27:47.589
Yes.
00:27:47.589 --> 00:27:48.190
How does that sound?
00:27:48.190 --> 00:27:48.855
Do you want to play?
00:27:48.855 --> 00:27:49.556
No, I don't.
00:27:49.556 --> 00:27:51.089
I'm gonna go update my resume.
00:27:51.089 --> 00:27:52.690
I'm gonna wait for you to fire me.
00:27:52.690 --> 00:27:56.222
I'll file for unemployment if I don't have another job by then.
00:27:56.222 --> 00:27:57.889
Or, you know, maybe I'm just working on my side hustle.
00:27:57.889 --> 00:27:59.556
Like I have stopped caring.
00:27:59.556 --> 00:28:01.822
If you're not gonna tell me how to be successful.
00:28:01.822 --> 00:28:08.022
No. And I am going to literally spend that next thirty days at my desk looking for a job.
00:28:08.022 --> 00:28:08.423
Exactly.
00:28:08.423 --> 00:28:09.690
You're never going to see a tool up.
00:28:09.690 --> 00:28:10.990
You're just going to see LinkedIn up.
00:28:10.990 --> 00:28:12.556
No. And they're like, why aren't you working on this?
00:28:12.556 --> 00:28:13.889
You're on a Pip and you're like, really?
00:28:13.889 --> 00:28:15.690
I'm on a paid vacation.
00:28:15.690 --> 00:28:18.855
I, I'm not on a pip.
00:28:18.855 --> 00:28:20.955
This is how you make yourself feel better sleep at night.
00:28:20.955 --> 00:28:22.255
And hopefully I don't sue you.
00:28:22.255 --> 00:28:23.755
But to be perfectly honest, I might.
00:28:23.755 --> 00:28:25.690
Because you're setting me up for failure.
00:28:27.589 --> 00:28:30.755
I truly love the paid vacation.
00:28:30.755 --> 00:28:31.655
We have to.
00:28:31.655 --> 00:28:34.155
Yeah, that's that's that's just brilliant.
00:28:34.155 --> 00:28:35.355
Mandated time off.
00:28:35.355 --> 00:28:35.955
Yes.
00:28:35.955 --> 00:28:36.789
To look for a job.
00:28:36.789 --> 00:28:37.389
It really is.
00:28:37.389 --> 00:28:38.255
Just give me severance.
00:28:38.255 --> 00:28:40.056
Why don't you just give them severance at that point in time?
00:28:40.056 --> 00:28:41.623
Cause they're not doing anything.
00:28:41.623 --> 00:28:43.255
No. Just give them severance and cut.
00:28:43.255 --> 00:28:43.955
Cut the ties.
00:28:43.955 --> 00:28:44.423
Yep.
00:28:44.423 --> 00:28:47.855
To me, the other thing is there's a fifteen minute data only sync.
00:28:47.855 --> 00:28:49.022
Hey, here's where you're at.
00:28:49.022 --> 00:28:49.490
Yeah.
00:28:49.490 --> 00:28:53.822
And then once again, the standard was X. Your output was Y. We are on track.
00:28:53.822 --> 00:28:55.389
We are off track.
00:28:55.389 --> 00:28:55.990
How can I help?
00:28:55.990 --> 00:28:56.755
How can I help?
00:28:56.755 --> 00:28:57.490
That's it.
00:28:57.490 --> 00:28:58.722
That's what that has to be.
00:28:58.722 --> 00:29:01.690
I mean, really, what do you need to be successful at this?
00:29:01.690 --> 00:29:05.155
Because like your question, I, I truly, truly love that.
00:29:05.155 --> 00:29:06.623
Do I want this person here?
00:29:06.623 --> 00:29:08.289
If not, just get get rid of them.
00:29:08.289 --> 00:29:10.155
A pip doesn't help you do that.
00:29:10.155 --> 00:29:13.923
No, because a lot of people are like, oh, it makes it so we won't have to do like unemployment.
00:29:13.923 --> 00:29:16.389
And I'm like, no, you're still, you're still well, well.
00:29:16.389 --> 00:29:23.190
And dare I say to the person who is giving the pip a failed pip is just a reflection on you to as much as it is on the person.
00:29:23.190 --> 00:29:29.722
Sometimes I would say more on you because if you can't coach them to success, you're doing something wrong.
00:29:29.722 --> 00:29:31.690
This is a quick story about this.
00:29:31.690 --> 00:29:38.123
This is why I always find it funny when someone complains about their ex or their employees.
00:29:38.123 --> 00:29:39.389
I'm like, you hired them.
00:29:39.389 --> 00:29:42.722
You brought them on, you hired them, you dated them, you married them.
00:29:42.722 --> 00:29:44.955
Whatever it is, you picked them, you picked them, you picked them.
00:29:44.955 --> 00:29:46.889
You're telling me you were a hostage, right?
00:29:46.889 --> 00:29:48.123
That's a different conversation.
00:29:48.123 --> 00:29:50.355
Most of most of us are never hostages.
00:29:50.355 --> 00:29:51.690
You mentioned choice.
00:29:51.690 --> 00:29:52.289
Correct?
00:29:52.289 --> 00:29:53.556
One hundred percent.
00:29:53.556 --> 00:29:54.589
You mentioned this earlier.
00:29:54.589 --> 00:29:56.389
No surprises by day twenty five.
00:29:56.389 --> 00:29:59.190
They know they've got if they've got a job.
00:29:59.190 --> 00:30:08.556
So here's the the thing though, too, with this is I want to talk about the binary outcomes of this um outcome A this is the one we're going for success.
00:30:08.556 --> 00:30:19.056
If they hit the metrics graduate them as you said, immediately reinforce their seat, acknowledge their effort and return, return to standard operating cadence.
00:30:19.056 --> 00:30:25.923
Now, when I like when I say reinforce their seat, acknowledge their effort, I do not mean this is a pizza party for everyone.
00:30:25.923 --> 00:30:28.389
I do not mean it doesn't mean congratulations.
00:30:28.389 --> 00:30:30.789
Jessica is no longer on a Pip in a company meeting.
00:30:30.789 --> 00:30:31.255
No.
00:30:31.255 --> 00:30:31.655
Correct.
00:30:31.655 --> 00:30:32.155
Don't do that.
00:30:32.155 --> 00:30:38.955
What this means is you spending the time to sit down with them and say, look, I'm so glad you're here.
00:30:38.955 --> 00:30:41.255
Yes, that's all it takes.
00:30:41.255 --> 00:30:43.322
Like pizza costs money.
00:30:43.322 --> 00:30:47.222
Sitting down to say something like that means the world to someone.
00:30:47.222 --> 00:30:47.522
Yes.
00:30:47.522 --> 00:30:49.690
And like, I've seen your effort.
00:30:49.690 --> 00:30:51.022
I appreciate your effort.
00:30:51.022 --> 00:30:52.923
I am so glad you're here.
00:30:52.923 --> 00:30:56.022
I am so glad we're able to move forward with this.
00:30:56.022 --> 00:31:01.255
And I mean, you can even like to jokingly say, because I, I truly value you here.
00:31:01.255 --> 00:31:08.789
And, you know, like, I'm not going to be the type to get all mushy because then I'm going to be like, because I really did not want to have to go out into that job market again.
00:31:08.789 --> 00:31:13.990
No, you already have the person, if they can fit, help them fit.
00:31:13.990 --> 00:31:21.423
Now, if the data shows that they missed and we it's an easy conversation.
00:31:21.423 --> 00:31:23.289
We track the metrics over thirty days.
00:31:23.289 --> 00:31:24.255
The standard wasn't met.
00:31:24.255 --> 00:31:25.423
Today's your last day.
00:31:26.556 --> 00:31:28.089
They know they do.
00:31:28.089 --> 00:31:30.822
They knew this is where the story comes in.
00:31:30.822 --> 00:31:31.690
Okay.
00:31:31.690 --> 00:31:33.722
There and ten thousand small businesses.
00:31:33.722 --> 00:31:38.289
As I was going through that, we had lawyers come in to talk to us about HR.
00:31:38.289 --> 00:31:40.022
I love it when the lawyers talk about HR.
00:31:40.022 --> 00:31:41.490
Oh, it was great.
00:31:41.490 --> 00:31:44.623
They came in and they gave gave us a scenario.
00:31:44.623 --> 00:31:51.355
Now there was a the first scenario was you had to put someone on a performance improvement plan.
00:31:51.355 --> 00:31:52.056
Okay.
00:31:52.056 --> 00:31:59.289
Um, there was a disciplinary action and there was a guy, the sweetest guy you would ever imagine.
00:31:59.289 --> 00:32:02.490
Oh, you know exactly the marshmallow example.
00:32:02.490 --> 00:32:03.389
Yes.
00:32:03.389 --> 00:32:10.289
He goes up there and they sat there for seven or eight minutes like, look, we really love you here.
00:32:10.289 --> 00:32:21.589
But we we should probably I, I'd like it if you could maybe change a couple of and like I was watching this and it was seriously, it was like watching someone deer hunting with a shovel.
00:32:22.990 --> 00:32:25.289
I'm like, you are not going to get anything with this.
00:32:25.289 --> 00:32:26.789
We're just gonna tase it to death.
00:32:26.789 --> 00:32:27.589
Right.
00:32:27.589 --> 00:32:28.423
Right.
00:32:28.423 --> 00:32:29.490
We're gonna pet it.
00:32:29.490 --> 00:32:32.755
And hopefully and petting it, it eventually just is like, you know what?
00:32:32.755 --> 00:32:33.155
Right.
00:32:33.155 --> 00:32:35.355
It has a heart attack from the petting.
00:32:35.355 --> 00:32:36.990
Uh, that's what it was like watching.
00:32:36.990 --> 00:32:42.089
Now, the funny thing about that is too, is they said, I still remember this as plain as day.
00:32:42.089 --> 00:32:44.589
They said they're like, okay, now we have.
00:32:44.589 --> 00:32:45.923
Here's the scenario.
00:32:45.923 --> 00:32:47.923
Someone was put on a performance improvement plan.
00:32:47.923 --> 00:32:49.056
It was six months.
00:32:49.056 --> 00:32:51.722
Here's what here's here's all the numbers from it.
00:32:51.722 --> 00:32:55.355
And they said, is someone willing to be the person that gets fired?
00:32:55.355 --> 00:32:59.923
And Natalie, Natalie Cavanaugh from Cavanaugh Photography said, I'll do it.
00:32:59.923 --> 00:33:02.589
She's like, I haven't really ever been in that situation before.
00:33:02.589 --> 00:33:07.556
And she goes, I feel like I could learn in what it feels to be fired, what it feels to be fired.
00:33:07.556 --> 00:33:11.589
And she goes, like, if we have to address that to any of our employees.
00:33:11.589 --> 00:33:16.655
And so they're looking around like, who's willing to be the one that's going to fire someone?
00:33:16.655 --> 00:33:22.190
And of course, everyone is like, not me and the lawyers like, Josh, would you be willing to do it?
00:33:22.190 --> 00:33:25.955
And I said, sure, because I have done this before.
00:33:25.955 --> 00:33:28.955
And as soon as I said, sure, Natalie goes, damn.
00:33:30.455 --> 00:33:32.789
And the lawyers like, why?
00:33:32.789 --> 00:33:35.389
And I was like, Natalie literally said.
00:33:35.389 --> 00:33:37.655
She goes, this is going to take about 30s.
00:33:37.655 --> 00:33:38.889
Yes.
00:33:38.889 --> 00:33:42.722
letting someone go should take less than five minutes.
00:33:42.722 --> 00:33:44.990
And it was funny.
00:33:44.990 --> 00:33:49.190
She struggled and fought and she's like, but everyone else likes me.
00:33:49.190 --> 00:33:49.855
And I said, great.
00:33:49.855 --> 00:33:51.855
And that's our problem to deal with.
00:33:51.855 --> 00:33:54.190
And that is a challenge that we will have.
00:33:54.190 --> 00:33:58.355
She was sitting there and the lawyer just kind of looked afterwards like, yeah, that's about how it's done.
00:34:00.056 --> 00:34:00.822
Broken record.
00:34:00.822 --> 00:34:01.722
Today is your last day.
00:34:01.722 --> 00:34:03.022
We appreciate the work that you've done.
00:34:03.022 --> 00:34:04.722
It's not working out exactly.
00:34:04.722 --> 00:34:09.690
And once again, if you get someone to that stage, then you've got the data to back it up.
00:34:09.690 --> 00:34:22.222
But you like to me, anytime I have had to fire someone, I have done it confidently because I realized I have done everything in my power to keep that person.
00:34:22.222 --> 00:34:24.190
Yes, unless they weren't a fit.
00:34:24.190 --> 00:34:26.123
And then I was like, this is just not a fit.
00:34:26.123 --> 00:34:26.789
Yeah.
00:34:28.056 --> 00:34:29.490
What happens?
00:34:31.289 --> 00:34:32.556
The ghost Pip.
00:34:35.655 --> 00:34:38.423
I as soon as we started talking about this.
00:34:38.423 --> 00:34:40.956
I loved this question even more.
00:34:40.956 --> 00:34:45.989
Is it ever acceptable to put someone on a Pip if you already know they ain't gonna make it?
00:34:45.989 --> 00:34:46.589
No.
00:34:47.589 --> 00:34:49.222
No. Are you okay?
00:34:49.222 --> 00:34:50.655
No. No is a complete sentence.
00:34:50.655 --> 00:35:01.222
And okay, for those of you who say, well, legally we need documentation because there's always those people like, well, no, if the outcome is already decided, better question is whether you are being honest about what you're doing.
00:35:01.222 --> 00:35:04.422
You can document performance concerns without pretending there's a real path forward.
00:35:04.422 --> 00:35:09.389
You can just say, this isn't working and you can make a termination without staging a fake rescue mission.
00:35:09.389 --> 00:35:10.089
That's what it is.
00:35:10.089 --> 00:35:11.422
It's a fake rescue mission.
00:35:11.422 --> 00:35:23.690
And you know what I find so funny about it is, is in nine times out of ten, when people document something for a pip like this, there's four other people in the company that don't have the numbers for it either.
00:35:23.690 --> 00:35:24.222
Yes.
00:35:24.222 --> 00:35:37.190
So if you saying like, if everyone needs to be at a nine and this person's at an eight, I guarantee you I will find four other sevens out on the floor that you have not given a pip to because you like them and.
00:35:37.190 --> 00:35:37.690
Right.
00:35:37.690 --> 00:35:39.589
Tell me why this person is a target.
00:35:39.589 --> 00:35:43.689
You say you're doing this to to document and cover yourself.
00:35:43.689 --> 00:35:49.389
When nine times out of ten, you're exposing yourself to something even worse.
00:35:49.389 --> 00:35:51.122
Yes, and it's cruel.
00:35:51.122 --> 00:35:51.922
Why would you do that?
00:35:51.922 --> 00:35:53.522
So when people are like, we need documentation.
00:35:53.522 --> 00:35:57.422
So we avoid litigation, it's like, well, you need to make sure that you're not targeting this person.
00:35:57.422 --> 00:35:57.755
Right?
00:35:57.755 --> 00:36:02.055
Because and putting them on a pip, if you don't want them here, just let them go, right?
00:36:02.055 --> 00:36:02.622
Let them go.
00:36:02.622 --> 00:36:04.222
Let them file for unemployment.
00:36:04.222 --> 00:36:07.022
Give them like you have a separation agreement if you need to have it.
00:36:07.022 --> 00:36:17.022
Like it's not because if you if they're an eight and you fired them on a pip and there's three sevens out there and they find out about it, guess what?
00:36:17.022 --> 00:36:18.422
Now they've got a lawsuit.
00:36:18.422 --> 00:36:21.989
Yes they do I think.
00:36:21.989 --> 00:36:23.355
Oh, sorry.
00:36:23.355 --> 00:36:24.989
Just irritates me.
00:36:24.989 --> 00:36:26.289
Okay, here's the question now.
00:36:26.289 --> 00:36:26.955
Yeah.
00:36:26.955 --> 00:36:31.289
Can you put someone on a pip for bad attitude?
00:36:31.289 --> 00:36:31.822
Mhm.
00:36:33.822 --> 00:36:34.422
Okay.
00:36:35.489 --> 00:36:41.455
this I, I just the look on your face says I should have brought an antacid for you.
00:36:41.455 --> 00:36:42.389
Gosh, you should have.
00:36:42.389 --> 00:36:45.089
Um, okay.
00:36:45.089 --> 00:36:47.989
This is where leaders really need to be careful.
00:36:47.989 --> 00:36:49.122
All right.
00:36:49.122 --> 00:36:51.789
You do not usually.
00:36:51.789 --> 00:36:52.322
Usually.
00:36:52.322 --> 00:36:53.389
I mean, there are some cases.
00:36:53.389 --> 00:36:53.922
Fine.
00:36:53.922 --> 00:36:58.089
You don't usually want to put a pip together that says fix your attitude.
00:36:58.089 --> 00:36:59.455
That is vague.
00:36:59.455 --> 00:37:03.189
Just a little bit subjective, almost impossible to measure fairly.
00:37:03.189 --> 00:37:05.122
You need to give very specific things.
00:37:05.122 --> 00:37:09.489
You can address behaviors if fix your attitude is the summary.
00:37:09.489 --> 00:37:23.089
But we've got very specific things like for example, interruptions in meetings, disrespectful communication, give examples, refusal to follow a process, defensiveness to repeated feedback.
00:37:23.089 --> 00:37:25.055
You know, bad attitude is a label.
00:37:25.055 --> 00:37:32.055
But rolling your eyes in meetings, Bob, you've rolled your eyes ten times in meetings in the last five days.
00:37:32.055 --> 00:37:34.622
That is not an acceptable form of behavior.
00:37:34.622 --> 00:37:38.822
We need you to respond appropriately and stop rolling your eyes in meetings.
00:37:38.822 --> 00:37:39.855
That's documented.
00:37:39.855 --> 00:37:41.222
That can be performance improvement.
00:37:41.222 --> 00:37:44.022
But if you say you have a bad attitude, you need to fix it.
00:37:44.022 --> 00:37:45.789
I may not know what that means.
00:37:45.789 --> 00:37:46.489
What do you mean?
00:37:46.489 --> 00:37:49.355
I have a bad attitude, especially if you've never told me I have a bad attitude.
00:37:49.355 --> 00:37:52.122
And this is the same attitude I've had since you hired me.
00:37:53.955 --> 00:37:54.589
All right.
00:37:54.589 --> 00:37:57.822
You have to be able to kind of separate some of those things.
00:37:57.822 --> 00:38:00.655
So, I mean, again, values mismatch.
00:38:00.655 --> 00:38:07.422
If the person is fundamentally misaligned with values of the organization or actively harming a team, that is not a Pip.
00:38:09.122 --> 00:38:10.222
It's not.
00:38:10.222 --> 00:38:11.355
It may be a correction.
00:38:11.355 --> 00:38:12.889
Stop doing that or a cut.
00:38:12.889 --> 00:38:18.289
This isn't, you know, you keep rolling your eyes and telling this person that they're an idiot.
00:38:18.289 --> 00:38:26.622
We're going to give you a ninety day success plan so that you stop rolling your eyes and stop calling this person idiot, which means that you gave them eighty nine days to continue to act this way.
00:38:26.622 --> 00:38:28.589
Why are you doing that?
00:38:29.855 --> 00:38:30.855
It's not a pip.
00:38:34.055 --> 00:38:36.555
I don't have anything to add to that, I really don't.
00:38:36.555 --> 00:38:41.455
Yes, I have, I. You've covered most of what I was thinking of.
00:38:41.455 --> 00:38:54.655
And, uh, in my diatribe that was, that was very enjoyable to watch because I may be a little bit of an instigator and to watch like the, if you're not watching the video, you should be.
00:38:54.655 --> 00:39:00.355
Because Chrissy's wearing a, like an orangish reddish dress and her face now matches it.
00:39:00.355 --> 00:39:01.089
It does.
00:39:03.255 --> 00:39:06.622
When I check my aura ring, it's gonna be like you did a hit class, I did not.
00:39:12.155 --> 00:39:13.889
I love it, uh.
00:39:13.889 --> 00:39:19.189
That being said, do pips have a bad rap?
00:39:19.189 --> 00:39:21.489
Yes, I, I wholeheartedly agree.
00:39:21.489 --> 00:39:21.822
Yeah.
00:39:21.822 --> 00:39:24.089
And they earned it because, you know, most of us do it wrong.
00:39:24.089 --> 00:39:26.355
It's been weaponized and it's unfortunate.
00:39:26.355 --> 00:39:26.755
Yeah.
00:39:26.755 --> 00:39:28.422
Rarely do you hear about a Pip going well.
00:39:28.422 --> 00:39:33.755
And that was one of the things that really made me mad in the WhatsApp group because I was like, does anybody have a Pip that's actually gone well?
00:39:33.755 --> 00:39:44.622
And I'm like, yes, the majority of ours go, well, yeah, because we know if someone's going to be cut or not, we don't give them a pip and act like it's just no, it is a plan forward.
00:39:44.622 --> 00:39:47.855
And unfortunately, it's not used like that anymore.
00:39:47.855 --> 00:39:51.289
No. And that's it should be a plan forward.
00:39:51.289 --> 00:39:53.455
We use it as a plan forward.
00:39:53.455 --> 00:39:56.989
And if you're not, then you got a problem.
00:39:56.989 --> 00:40:08.555
Uh, key takeaways in like, first things first for me, enforce the ten year slide first, like stop using pips to suddenly punish behavior that you have tolerated for years.
00:40:08.555 --> 00:40:11.722
We are going to pip the coachable.
00:40:11.722 --> 00:40:20.089
If you're using it to avoid a hard conversation or delay a decision that you know you already need to make, the team feels it.
00:40:20.089 --> 00:40:21.022
Stop it.
00:40:22.189 --> 00:40:24.555
You've said stop it, stop it.
00:40:24.555 --> 00:40:32.322
To me, something else actionable with this, it's stepped progression and show up to help show them the steps.
00:40:32.322 --> 00:40:33.689
Show up to help.
00:40:33.689 --> 00:40:39.189
If you do that, you have built rapport not only with them, but everyone else in your team.
00:40:39.189 --> 00:40:43.489
Yes, and to repeat what you just said, clarify the process.
00:40:43.489 --> 00:40:47.289
So you're going to tell the employee on day one of this Pip.
00:40:47.289 --> 00:40:49.589
This is a real tool to help you succeed.
00:40:49.589 --> 00:40:53.289
This is not a formality and this is what success looks like.
00:40:53.289 --> 00:40:54.589
This is what success looks like.
00:40:54.589 --> 00:40:59.355
This is what success looks every freaking day for those ninety days.
00:40:59.355 --> 00:40:59.955
Yep.
00:41:00.955 --> 00:41:02.622
Uh. Quick shot.
00:41:02.622 --> 00:41:07.122
Should someone's access to bonuses or commission be suspended while on a Pip?
00:41:07.122 --> 00:41:09.055
Yeah, be really careful with that.
00:41:09.055 --> 00:41:11.089
Yeah, I'm a, I'm a hard no on that.
00:41:11.089 --> 00:41:22.055
Like, look, if you want them to sabotage stuff, like not only are have I told you that you're on your way out, but I'm going to handicap your pay if you're on commission or something like that.
00:41:22.055 --> 00:41:23.289
It's already been handicapped enough.
00:41:23.289 --> 00:41:29.455
There are very specific ways that you can do that, but you need to make sure that you're using an HR consultant and attorney.
00:41:29.455 --> 00:41:30.889
Look at your handbook, your employment agreement.
00:41:30.889 --> 00:41:35.189
But I would say most of the time, no, I would just say you gotta be really just don't do it.
00:41:35.189 --> 00:41:35.455
Careful.
00:41:35.455 --> 00:41:36.355
I don't ever want to tell you.
00:41:36.355 --> 00:41:37.155
Absolutely not.
00:41:37.155 --> 00:41:39.955
There are some cases, but I'll say absolutely not.
00:41:39.955 --> 00:41:40.222
Okay.
00:41:40.222 --> 00:41:41.389
That's fine.
00:41:41.389 --> 00:41:45.489
Should the rest of the team know when a peer is placed on a Pip?
00:41:45.489 --> 00:41:48.489
Only those who need to know.
00:41:48.489 --> 00:41:50.489
And most people do not.
00:41:50.489 --> 00:41:51.589
That's how trust erodes.
00:41:51.589 --> 00:41:55.255
If you tell everybody that Betty's on a pip, you're just a jerk.
00:41:55.255 --> 00:41:58.989
Stop it! Most people already know Betty should have been on a pip, like six months ago.
00:41:58.989 --> 00:42:00.255
I was about to say absolutely.
00:42:00.255 --> 00:42:01.989
From my perspective, absolutely not.
00:42:01.989 --> 00:42:04.655
Because the team, they already know.
00:42:04.655 --> 00:42:06.022
Yeah, they saw you.
00:42:06.022 --> 00:42:09.455
You and Betty, like, hey, Betty, come into my office for a few minutes here.
00:42:09.455 --> 00:42:10.989
And then Betty comes out crying.
00:42:10.989 --> 00:42:11.789
They know what's up.
00:42:11.789 --> 00:42:12.489
Yes.
00:42:12.489 --> 00:42:15.189
If you're a five person team, chances are everybody knows.
00:42:15.189 --> 00:42:21.789
In that case, everybody needs to be invested in helping this person be successful because you all agree that this person is valuable.
00:42:21.789 --> 00:42:26.522
What is the single biggest mistake managers make when writing a Pip document?
00:42:26.522 --> 00:42:28.622
They write it from frustration instead of clarity.
00:42:28.622 --> 00:42:30.222
Yes, I agree.
00:42:30.222 --> 00:42:34.455
This is not a dumping ground for every disappointment that person has made for you.
00:42:34.455 --> 00:42:36.022
It's a roadmap for improvement.
00:42:36.022 --> 00:42:42.322
Yep, a Pip is a runway forward, not a history lesson or a trauma dump.
00:42:42.322 --> 00:42:44.555
No trauma dump.
00:42:44.555 --> 00:42:44.822
Why?
00:42:44.822 --> 00:42:45.855
You're mad at them?
00:42:45.855 --> 00:42:49.589
No. And that's how most people do it.
00:42:49.589 --> 00:42:52.522
I, like you, had that toddler esque the way you said that.
00:42:52.522 --> 00:42:53.722
No.
00:42:53.722 --> 00:42:54.622
Correct.
00:42:56.189 --> 00:42:57.555
We made it.
00:42:57.555 --> 00:42:58.422
We did.
00:42:58.422 --> 00:42:59.089
We did.
00:42:59.089 --> 00:43:00.322
And you didn't strangle me.
00:43:00.322 --> 00:43:01.122
You didn't like.
00:43:01.122 --> 00:43:03.322
I don't have a microphone cord wrapped around me in any way.
00:43:03.322 --> 00:43:06.722
Or if I get a performance improvement plan from Josh next week for episode.
00:43:06.722 --> 00:43:09.822
No, I'm not going anywhere near this.
00:43:09.822 --> 00:43:11.989
Not at all.
00:43:11.989 --> 00:43:17.189
Now, that being said, next week we are talking about the emotional intelligence gap.
00:43:17.189 --> 00:43:21.522
Oh, because that's a chasm that a lot of people can fall into.
00:43:21.522 --> 00:43:23.989
Well, and a lot of yes.
00:43:23.989 --> 00:43:26.855
A lot of pips happen because of this one hundred percent.
00:43:26.855 --> 00:43:27.122
Yeah.
00:43:27.122 --> 00:43:29.055
There's a there's there's a method to our madness.
00:43:29.055 --> 00:43:29.689
There is.
00:43:29.689 --> 00:43:30.955
We have we have a process.
00:43:30.955 --> 00:43:32.889
We're trying to indoctrinate all of you people in.
00:43:32.889 --> 00:43:34.989
Imagine that a process, huh?
00:43:34.989 --> 00:43:36.522
Who do you think does that part.
00:43:36.522 --> 00:43:41.155
That being said, thank you for coming along for the ride.
00:43:41.155 --> 00:43:47.889
No, there's not any paperwork to sign at the end of this, but we would love for you to go to business podcast dot com.
00:43:47.889 --> 00:43:48.955
We'd love to hear from you.
00:43:48.955 --> 00:43:50.322
Check us out on all the socials.
00:43:50.322 --> 00:43:56.155
Make sure that you are either on YouTube, follow us there or your preferred podcasting platform.
00:43:56.155 --> 00:43:58.889
As always, do us a favor, take care of yourself.
00:43:58.889 --> 00:44:00.589
If you can take care of someone else too.
00:44:00.589 --> 00:44:03.355
We will see you very, very soon.