- David Fano, the CEO of Teal, has reviewed reports on PIPs and observed others completing them successfully.
- The strategies he suggests for dealing with a PIP include steering clear of defensiveness, safeguarding your professional image, and promoting yourself.
- If you're ultimately released, ensure you maintain your relationships and depart respectfully.
This essay, compiled from an interview with David Fano, the 44-year-old CEO of Teal who is headquartered in New York, has been condensed and clarified for brevity and comprehension.
Prior to establishing Teal, an artificial intelligence firm, I served as a consultant. WeWork For three years prior to my role as an executive, I had various positions at the company, such as serving as the Chief Growth Officer.
Over the course of my career, I've observed performance improvement plans from different perspectives: I've put people on PIPs I've guided individuals through those processes, and I also placed my own team members' subordinates on performance improvement plans as well.
Being on a Performance Improvement Plan (PIP) can easily make you feel disempowered as these plans tend to be daunting and unsettling. Individuals often commit errors while under such plans, which may lead to job loss. Below are four common pitfalls to watch out for during this period.
1. Don't get defensive
The initial error individuals commit upon being placed under a Performance Improvement Plan (PIP) is becoming defensive. It’s crucial to understand that arguing won’t help you escape the PIP—it cannot be undone.
PIPs are planned out carefully rather than being spontaneous actions. Should a manager be signaling that you're facing performance issues, becoming defensive would be counterproductive.
Suppose you're an engineer struggling with missed deadlines. Instead of saying, "The issue is that the product team failed to provide a clear specification," or, "The problem lies in reduced funding," you might approach it differently.
Despite believing your manager might be incorrect, their input is mistaken, or you completely differ, make an effort to grasp their viewpoint.
This doesn’t mean you won't get an opportunity to present your perspective; typically, you will have several months to discuss this with the individual who placed you under PIP supervision. Ultimately, convincing them of why you shouldn't remain on such a plan is crucial. Nonetheless, it’s important to start by listening attentively.
Become curious and ask for input. To emerge victorious, you need to listen attentively and meet it with an open mindset.
2. Avoid damaging your good standing
A different error to avoid is damaging your reputation. Remember, your reputation is yours alone and goes beyond just your employer.
The primary means by which individuals damage their reputation is through believing: You're right; they might fire me in about three months, but instead, I think I'll just resign now.
Your supervisor could simply believe that the chemistry among team members isn’t right—yet they might continue viewing you positively. Alternatively, perhaps your firm recognizes that you’re merely in an unsuitable division. Should you be employed by a sufficiently large corporation, there could very well be other available positions where you would be more suited.
3. Make sure to draw lessons from it
While sitting on a PIP, you might believe that it cannot be fixed or is beyond repair. Despite these feelings, do not overlook the chance to enhance your performance and gain insights from the constructive criticism.
PIPs typically include a schedule and are quite organized. Fundamentally, they create documentation explaining why your role is being phased out.
When you receive feedback, treat it as a chance to learn. Use this moment to strengthen your skills since even if acquiring knowledge doesn’t benefit you right now, it could prove invaluable for your future position.
Recognize that receiving feedback presents an opportunity for growth and self-improvement. While every piece of feedback holds value, failing to act upon Performance Improvement Plan (PIP) feedback could jeopardize your employment.
4. Be sure to promote yourself
At times at work, individuals believe that putting in significant effort will get noticed by others. This isn’t typically the case though; often, those who tactically self-promote And ensure that those individuals who have been included in the Performance Improvement Plan recognize their achievements and contributions, as this often leads to their advancement.
If you find yourself under a Performance Improvement Plan but believe you’re excelling, you may consider, Why don't they realize this? Perhaps the error lies in being overly modest and allowing your team to claim all the recognition, leading them to believe you aren't contributing much.
If you're under performance improvement plan, reflect on: What actions do you take every week to make sure you aren't forgotten? Then, remind them regularly.
Record all your activities thoroughly. If preferred, send a weekly summary through email or Slack instead, and schedule routine meetings with your supervisor as well. Continuous input from them is what you should aim for. Keep in mind; they start shaping their view of your performance right away, not just at the conclusion of the Performance Improvement Plan (PIP).
If you get laid off, leave with dignity.
If you get dismissed despite being on a Performance Improvement Plan, you should accept it. Remember that relationships travel with you, so aim to establish as many positive connections as possible. Keep your sense of self intact, glean whatever lessons you can from the situation, depart respectfully, adapt to the change, and begin searching for fresh opportunities.
If you decide to stay, recognize that being removed from the Performance Improvement Plan doesn’t mean you’re guaranteed to be safe and secure. Understand that you’ve gotten input on aspects that concerned them, so work on rebuilding their trust in your capabilities. Make sure they feel positive about having you around by reinforcing why keeping you was the best choice.
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