Keith Lucas

They only responded to that moment of,

So that's not good either.

And then finally, what about the person who doesn't meet the PIP?

But man, they've shown such a great turnaround and they really align with the team's values.

You have to fire them because they didn't meet the PIP.

And they can't expose you in any way if you don't fire them.

So I think it's all not ownership oriented and too constricting on the outcome.

So what I recommend in SPIN, and this is, again, going with my coaching out philosophy.

is when you're really getting close, when you're at the orange talk and you're letting them know their job is on the line, instead of a pip, you give them a clear picture of where they are and where they need to be.

And you try to be as concrete as possible with explicit examples.

You then connect their performance to the success of the mission and the team.

So it's not just about them performing it.

It really is for everyone to understand how critical it is for that person's performance to the success of everyone.

You then advise, encourage, inspire, and you direct them to resources, and you make yourself available if they need you.

And then you're clear on your obligations to the mission and the team and that you have to, you have an obligation to the mission and the team to protect the environment.

And then you stop.

You don't go any further.

You allow that person to take ownership of their situation and turn it around.

And when I've done this in practice, the people who have turned around have gone on to be amazing contributors.

And so much so that when I'm reminded years later that they had this, I'm surprised.