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Covering today
When a PIP is actually appropriate
What needs to happen before you get there
The conversation most managers get wrong
How to build a fair and useful improvement plan
What support really looks like
The mistakes that destroy trust
How to know when improvement isn't happening
Few management conversations are harder than telling someone:
“Your performance isn't where it needs to be, and we're moving to a formal improvement plan.”
For the employee, it can feel frightening. For the manager, uncomfortable.
And in some organisations, PIP has become shorthand for “we've decided you're leaving.”
That's not what it should be.
A Performance Improvement Plan should have one purpose:
Give someone a fair, clear and supported opportunity to succeed.
Sometimes they will. Sometimes they won't.
But the opportunity needs to be genuine.
A PIP SHOULD NEVER BE A SURPRISE
If someone first discovers there's a serious performance problem when they're placed on a PIP, something has gone wrong.
Before getting there, they should usually have received:
Clear expectations. Specific feedback. Coaching. Support. Time to improve.
A PIP should be:
“We've discussed this, but the improvement hasn't been consistent enough. We now need a more structured approach.”
Not:
“Surprise. You're underperforming.”
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BEFORE YOU START
Ask yourself four questions:
1. Were expectations clear?
Could they explain what good performance actually looks like?
2. What's causing the gap?
Capability? Knowledge? Motivation? Unclear priorities? Diagnose before acting.
3. Have I been specific?
"Improve communication" is vague. "Customers need an update within 24 hours" is actionable.
4. Have I supported them?
Coaching, training, examples, feedback and removing genuine blockers all matter.
High accountability should come with high support.
HAVE THE CONVERSATION CLEARLY
Managers often become too harsh because they want the message to land, or too vague because they don't want to upset someone.
You need both clarity and humanity.
Try:
“We've spoken about the expectations for the role and where there's a gap. We haven't seen the consistent improvement required, so we're moving to a formal improvement plan. I want to make sure you're clear about what needs to change, how we'll measure it and how I'll support you.”
Then stop.
Let them respond.
Listen.
Being compassionate doesn't require you to dilute the message.
BUILD A PIP THEY CAN ACTUALLY PASS
Avoid vague objectives like:
Show more ownership. Be proactive. Improve communication.
Instead, every objective should define:
THE GAP — What's falling short?
THE EXPECTATION — What does good look like?
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