Noah Labhart

Let's move to the next topic around coaching out.

And this is honestly one of my favorite parts of the book.

You define coaching out as the intentional process of protecting the productive from the disruptive, right?

Treating an exit as a non-personal assessment, not some personal judgment over someone that maintains decency and clarity.

Can you describe the G-Y-O-R continuum here?

I'm really excited to dig into this specifically.

That gives a good framework for, I think, for leaders to follow where they are assessing that performance of that individual.

I mean, again, it's not personal.

It's about where things fall and what is needed for the business.

I think it's really fantastic.

Okay, but my last question is around PIPs, right?

So performance improvement plans, thing that really is probably loathed by most managers and definitely by this one.

Why should leaders avoid formal PIPs when dealing with a struggling team member?

And what's more important, what must even replace it to ensure accountability and decency?

Yeah, I think that makes total sense to me.

And I'm going to implement that as soon as possible.

Keith, thank you for being on the show today.

I really appreciate you describing these concepts from the book.

The book is full of fascinating and practical concepts for leading these teams to make big impact, innovation and execution of companies mission.

leading those people in a transparent, upfront way, culturally, all the way from hiring to quote unquote coaching out is critical to ensure that team is culturally sound, aligned with the mission and operating to its fullest to make that said impact.