We are approaching that time of year when some of us will have to write “improvement plans” for some of our subordinates. Sitting down with an employee and having a conversation about improvement is never an easy conversation. You should read the next article in the newsletter to help prepare yourself for these conversations.
Before getting into the meat of this article, let’s get two assumptions I am making out of the way.
Assumption #1: The person you are placing on an improvement plan is aware there are areas in their performance that need to be addressed. In other words, the meeting introducing the PIP should not be the first time they are aware that you have some concerns about their performance.
Assumption #2: You actually want them to get better! You are committed to providing the support necessary for them to improve and be successful.
Ways to help the person receiving a PIP to have a more positive mindset about the PIP.
1. Don’t Demonize The Person: Acknowledge that being placed on a PIP is not pleasant. At times, it is easy for a supervisor to try to “demonize” the person being placed on a PIP. This is a defense mechanism your mind plays on you to help justify your actions. In order to not demonize, simply acknowledge with the person that the conversation is going to be difficult and it is not going to feel great. Don’t demonize!
2. Work Together: Most of us will be defensive when placed on a PIP. Work with the employee to identify areas of the PIP that they can agree with you. This helps bring down the defensiveness and starts to lead toward positive, action-oriented goals.
3. Reverse Roles: Ask the person why they think of a reason why you are concerned with a specific part of their performance. Two open-ended questions to help the process are: “Why do you think I raised this issue?” and “Can you share an example of where you could have handled a situation differently resulting in a better outcome?”
4. Don’t Accept “Buts”: When confronted with a PIP and actions you suggest to make things better, the person will start using “but” statements to deflect their responsibility and place barriers in front of their improvement. Recognize that the use of “but” statements is a deflection and refocus the person back to the actions and behaviors you believe will improve them.
I hope this is helpful!
