Keith Lucas

So imagine if instead of hearing that, hey, sorry, we can't do anything, you maxed out.

Imagine if that employee had heard, hey, you have maxed out on your salary band, but you are contributing in an exceptional way.

And so we're going to make an exception and give you a raise anyway.

And let's, in addition, chat about your career progression and how you can grow into the next level.

So I think if you had done that, like the person is not leaving that company anytime soon.

And it's not the money.

It's about the feeling of being appreciated.

So getting compensation right is really about removing it from the top of mind of people so they can focus on why they're there, which is to have impact for your mission and your audience.

Yeah, sure.

And you're not the first person to tell me it's their favorite chapter.

I think it's filling a missing piece in the landscape.

So I call it coaching out, and it's not a euphemism for firing someone.

I'm not trying to pull any punches here.

I call it coaching out because it's really about coaching an individual fluidly.

to either higher levels of performance or through a turnaround or onto exit, following people where they lead.

So it's a continuum because the same approach applies throughout all of these different things.

In all cases, performance, turnarounds, and exit, you need honest feedback, the right kind of encouragement, objective assessment, and a true opportunity for growth.

So then GYOR approach,

This maps that continuum onto four phases.

It is still a continuum.