Why Performance Improvement Plans Fail | Leadership Sandbox 143
Performance Improvement Plans do not fail because employees hate paperwork. They fail because organizations ask the paperwork to do the work the manager avoided.
Lead yourself well before you lead others. On Leadership Sandbox, Tammy J. Bond brings bold questions and practical conversations to the challenges leaders face every day.
Explore communication, accountability, and team performance—and bring a fresh perspective to the way you lead.
Performance Improvement Plans do not fail because employees hate paperwork. They fail because organizations ask the paperwork to do the work the manager avoided.
When the decision to end employment has been made, the termination meeting is not the place to reopen the case, unload months of frustration, or use extra words to make the leader feel better.
Episode 141 examines quiet firing as a leadership behavior problem. Tammy argues that leaders often withdraw feedback, coaching, advocacy, access, and meaningful work because they are unwilling or unequipped to address a performance or behavior issue directly.
Your best employee has not disagreed with you in months. That might feel like alignment. It might also be the clearest warning sign in the room.
Leaders spend enormous amounts of time trying to change behavior, yet behavior itself is rarely the real issue. It is evidence. It points to beliefs, experiences, fears, and identities that shape how people show up every day.
What if your leadership isn't being shaped by your intentions?