Why PIPs Don’t Work — and How Smart Managers Handle Underperformance Instead

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In today’s fast-paced workplace, the conversation around performance has become a nuanced and sensitive topic, filled with the potential for misunderstanding and frustration. Managers and employees carefully tread the thin line between addressing underperformance and maintaining trust. At the center of this intricate challenge lies a tool that, while intended to provide support, often becomes a source of contention: the Performance Improvement Plan (PIP). Designed with the best intentions, PIPs can quickly become perceived as a signal that constructive dialogue has broken down, turning a once-promising path to growth into a harsh avenue leading to termination. This perception begs the question: Is it possible to tackle underperformance more constructively that doesn’t rely on the PIP framework?

Much like the complex dynamics of public discourse in the digital age — where criticism can swiftly devolve into personal attacks — the workplace is rich in power dynamics, unspoken tensions, and emotional stakes that complicate giving feedback. In their ideal state, PIPs support employees, align them with organizational goals, and encourage personal development. However, the reality is that they often signify an end, leaving employees feeling cornered and vulnerable. This reality challenges leaders to rethink their approach…