The Manager's Guide to Performance Improvement Plans (Without Being the Bad Guy)

Nobody becomes a manager hoping to put someone on a Performance Improvement Plan. But if you manage people long enough, you'll face this moment.

The problem is that most managers handle PIPs terribly — either too vaguely ("improve your attitude"), too late (3 months of ignored problems), or too harshly (it feels like a termination notice, not an improvement plan).

A well-run PIP is actually an act of respect. It tells someone: here's exactly what needs to change, here's how we'll measure it, here's the support you'll get, and here's the timeline. That's fairer than vague disappointment and eventual surprise termination.

Step 1: Document Before You Act

Do not start with feelings or general frustration. Start with evidence.

• Gather 3-5 concrete examples of the gap between expected and actual performance
• Pull prior feedback, written expectations, metrics, and coaching notes
• Separate performance issues from conduct issues — they may need different handling
• Write a short summary: expected standard, what happened, business impact, prior support provided

Red flags that your documentation is too weak:

• Your examples are vague: "bad attitude," "not proactive," "not leadership material"
• Expectations were never clearly communicated in the first place
• The problem might actually be lack of training, unclear role, or workload imbalance

Step 2: Have the Conversation Clearly

Don't ambush them. Be direct about the seriousness but keep your tone steady.

"I need to have a direct conversation with you about your performance. At this point, your performance is not meeting the expectations of your role, specifically in [area 1], [area 2], and [area 3]. We are moving to a formal Performance Improvement Plan. This is serious, and improvement is required. This process is also meant to give you a fair, structured opportunity to improve."

Notice what's in that script: facts, not feelings. Seriousness, but also fairness. No sugarcoating ("don't worry, it's just paperwork") and no threatening ("you're on thin ice").

The Full 8-Step PIP Guide

Running a PIP properly takes 8 steps — from documentation through the final decision. The remaining steps cover:

1. Writing the PIP document so it's actually usable (template included)
2. Setting measurable goals that leave no wiggle room
3. Running weekly check-ins like a coach, not a prosecutor
4. Handling emotional reactions without losing the structure
5. Running the 30-day assessment on evidence, not hope
6. Making the final decision: improve, extend, or terminate

Each step includes word-for-word scripts for the hardest moments, HR checkpoints, and red flags to avoid.

The complete PIP Guide is available as a step-by-step playbook in North — with AI coaching to help you prepare for each conversation. Start the playbook.