So Your Boss Sucks, Now What?
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So Your Boss Sucks, Now What?
S2 E6: Surviving Corporate Hospice: The Truth About Performance Improvement Plans
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Performance improvement plans are supposed to help employees get back on track, but as Harvard Business Review reports, a shocking 90% of employees placed on PIPs don't survive them. This episode pulls back the curtain on what a PIP really means for your career and future with your company.
When a friend called me about being put on a performance improvement plan, I examined the document and couldn't even determine what specifically needed improvement. That's when I realized the truth many managers won't admit: most PIPs aren't designed to help you succeed—they're the first step toward termination.
During this season of mass layoffs across industries, companies frequently use performance improvement plans as documentation to justify terminations and protect themselves legally. These plans create the paper trail needed to demonstrate "cause" and avoid severance payments. If you find yourself facing a PIP, you need to make a strategic decision: will you fight to prove them wrong, or focus your energy on finding your next opportunity?
The episode reveals ten crucial things companies won't tell you about PIPs, including their true purpose as legal documentation, the reality of "quiet firing," and why HR isn't a neutral party in the process. You'll learn concrete strategies for navigating a performance improvement plan, from ensuring goals are specific and measurable to documenting everything and knowing when to negotiate an exit.
Whether you're currently on a PIP or want to understand how these processes work, this episode provides honest guidance from someone who's seen both sides of the performance management equation. Share your own PIP survival story by reaching out at info@thenatalieparker.com or messaging @thoyourbosssucks on social media.
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Introduction to Performance Improvement Plans
Speaker 1Have you ever felt like you know things have hit you , blindsided you ? Have you ever been put on a performance improvement plan Like you just got feedback that you're about to go on a performance improvement plan because your performance needs to be improved ? It's an alien experience , right ? You feel like , well , what did I do ? How did I get here ? In most cases , and I want to talk about that . I want to talk about the truths about those plans . I want to talk about the myths and , if you want how to survive , welcome to . So your Boss Sucks . Now what ? I'm Natalie Parker and we're doing things a little different . This episode , no guests , just me . And because I want to talk to you , I want to talk to you just about something that I feel like we don't talk about enough . Have you ever felt like you are being set up to fail at work ? Have you ever felt like you know , things have hit you , blindsided you ? Have you ever been put on a performance improvement plan Like you just got feedback that you're about to go on a performance improvement plan because your performance needs to be improved ? It's an alien experience , right ? You feel like , well , what did I do ? How did I get here ? In most cases , and I want to talk about that . I want to talk about the truths about those plans , I want to talk about the myths and , if you want , how to survive . And the impetus for this is I had a friend who um reached out to me and told me that her company had put her on a PIP .
Speaker 1From what I can tell , from what I know of the individual , they're very hardworking , they're good at what they do , they're very skilled , seasoned and certified . And when she called me , I said well , listen , send me the document . I want to see what's written here and see if I can , you know , ascertain it , see if I can really get into the nitty gritty of what they're asking . Then I read it and I couldn't tell her what specifically she needed to improve . And so I said okay , here's what I think you should do . And she said what do you think I should do ? I said , listen , the way that I read this , they're not interested in you succeeding . As a matter of fact , I think they're trying to fire you . And if that's the case , you've got to decide if you're going to prove them wrong or if you're going to go search for your next opportunity because you need to do one or the other , but you probably won't have energy enough to do both . It's a great , you know , kiss my grit If you can do both , like I'm a beat , this pip and I'm a leave . But if you only have energy for one , do the one that serves you best , and that's what I want to talk to you about today .
Speaker 1I think it's interesting too , because in the season of mass layoffs in both marketplace and government , the main line is like we're getting rid of all the low performers . That's the conversation and you see it . I mean reading the . You know the statistics right ? Meta is trying to lay off 5% of its workforce . Hellofresh is doing layoffs , wayfair is doing layoffs . Tiktok is doing layoffs . Uh , who else is doing layoffs ? It's just a ton of people . I think I saw Kohl's , forever 21, . Jp Morgan , morgan Stanley , chevron , blue Origin , estee Lauder , like Workday . All of these companies are doing layoffs .
Speaker 1And the typical first place that you know HR goes to and the companies go to is like who's performing the worst ? And the PIP process is usually the first wave before we do a reduction in force . Usually , or if we're doing a reduction in force , we're looking for the people with the PIPs . So that's the thing you need to know right In this , in this season of like , let's find out who's not working and who's not working . Well , that's the . That's the first wave , and I want to talk to you about like , why this happens . What's interesting , really enough .
Speaker 1Performance improvement plans are intended , generally speaking , textbook wise , are intended to help course correct an individual when their performance isn't meeting standard . That's literally just the intention . It's supposed to be like a recalibration . So if your steering wheel was not , you know , going the right way , if you were to put your hands off and it steers to the left , you go get your car in alignment . A performance management plan , a performance improvement plan , is intended to create realignment . That's the intention . And if that's the intention , I find it interesting that Harvard business reviews said that 90% of employees placed on a PIP don't survive it . It's interesting for me , I feel like performance improvement plans are like the hospice of your job , the place where jobs go to die right , where your career , at least at that company , is . You know with , you know on life support , and I find it interesting that we're not more honest about that . I find it interesting , but you know why .
Speaker 1Let me talk to you why , more often than not , performance improvement plans are intended to document corrective issues that need to be addressed right . Why this is important is because most managers don't document along the way . So we're putting in a formal performance improvement plan
The Reality About PIPs and Success Rates
Speaker 1. In the world of progressive discipline , what typically happens is we're going to have a conversation , then we're going to give you a verbal warning , then we're going to document it and then you're out . Right , that's that . That's supposed to be progression in some way , shape or form . You know companies have different colors of that , and this corrective issue , this corrective kind of documentation with the performance improvement plan , is usually written for justification for the company . It's usually not written for you to be successful . That's why I tell you to document everything so that you have your documentation ahead of theirs . That's really important for you to know .
Speaker 1If you're on a PIP , it's not a death sentence , but you know , more often than not you're getting quietly fired , right ? And and if you get put on a pip , I would ask the question like so is it your intention to fire me ? Are we really going to mutually work together so to make sure that I can be successful ? I don't think there's anything wrong with that , because if they're trying to fire you , you have nothing to lose , and if they're not , it's good to hear it out loud Be froggy , I'm not mad at it If .
Speaker 1If you're giving me this plan , is it really your intent to help me be successful as my leader , or are you expecting that I'm going to fail Cause it's ? Why pretend ? Why pretend ? And they're going to tell you , like you're , like you've got 30 days to correct this ship . Why pretend ? Now listen , in my lifetime I've put together some pips that were necessary , like the folks weren't doing their job , they weren't reporting to work . I'm not talking about that , but it's interesting that Harvard Business Review says that 90% of employees who are based on the pipIP don't survive it . So if we're really trying to get your performance to improve , why is that the statistic ? So here's some things .
Speaker 1If you get on a PIP , the first thing you want to do is make sure that the goals are extremely clear . I mean , go and put them in the smart formula so specific , measurable , attainable , realistic and timely . Make sure every goal you have has one of those pillars and that you can achieve it . Or use the , you know , objective key result . I don't care what you use , but use some measurement stick that you can clearly say this is what success looks like when I'm done . That's the first thing is what success looks like when I'm done . That's the first thing . The second thing I would tell you to do is check in regularly and be accountable to your leader . So I have no issue . I'd even tell you to over-communicate , because if not , what will happen is you'll do all the great work and they're like oh , I didn't know you did that , see ya , bye . So I would be I don't want to say in their face , but I would be very proactive and like here's my status , here's what I'm doing , I'm not waiting for you , I'm telling you what's happening with me .
Speaker 1I also think it's important to find the alliances that you have in the organization to help you be successful . Right . Document every conversation with written follow-up . I told you this multiple times in most every show . Document the conversation so that nobody gets amnesia or gives you alternative facts .
Speaker 1Um , and typically a PIP , an aggressive PIP , is 30 days , a reasonable PIP is probably 90 days and if you're getting the pip before the end of the year or close to merit , consider that as well . That's typically a sign and , for me , some of the best practices of pips is really collaboration , like who's working with you to make sure you're successful . If you don't know how to do what they're asking you to do , ask them who you can partner with , see if they're really willing to give you your resources to be successful . And I'd also recommend you going over the employee handbook in your organization to see what , if any , of the things that you've been asked to do correctively are lining up with the expectations there . Now I want to get into the top 10 things .
Speaker 1They won't tell you about a PIP right . More often than not it's for legal documentation . We're thinking about you know , if we have to go to court and you're trying to sue us , if you're in a protected class for age , gender , race , whatever , we're
How to Navigate a Performance Improvement Plan
Speaker 1making sure that all of our I's are dotted and all our T's are crossed . That's why it's important for you to have similar content for you to be able to articulate your position . That's really the point . Most performance improvement plans are for documentation for you , for the company to guard itself from any litigation . More often than not , when you're put on a PIP , they've .
Speaker 1We talk about quiet quitting , but there's also this thing called quiet firing , where the leader or the organization kind of just stops giving you work , stops paying attention to you , stops like cause they're already planning for your exit . Have you ever felt like persona non grata in a role where your leader's just not talking to you anymore ? More often than not , he or she has probably already decided in his or her head , or they in their head , that you are out and the performance improvement plan is just the pronunciation of something that they've already decided . So , again , I think asking the question is really important . Um , sometimes a performance improvement plan is a part of your leader's discomfort , right , it's a way for them to shield themselves from some other protection or other lack of performance that they have . All , right .
Speaker 1Um , if you , you know , we had a whole episode about scapegoating , right , sometimes the scapegoating can barrel into the fact that , like , let me give you this so that I can tell people that it was your fault when you're gone . Right , I can count on my hands , my toes and all of my members of how many people have been blamed for something after they'd left a company as a way to bury issues . Has that ever happened to you when somebody you know that somebody's blamed you for something after you left . It's interesting , um , as much as you like to think the next , you know the top 10 things . So the first thing is the company's trying to protect itself . The second thing is you're probably already getting quietly fired .
Speaker 1The third thing is HR is not a neutral party . The human resources function is a function of the employer and I know plenty of HR people who are good and fair and honest and we try to do the right thing . And the HR professional in your organization is still an agent of the company and so , while they can give you perspective , while they can give you support , they are still an agent of the company and you have to remember that they're there to protect the company , not necessarily you . It's great if you have great HR people . I've been really blessed to work with some great people in my profession and I also have seen people fall victim to thinking that HR was there for them and they're not right . We are the builders of culture , but we have a very interesting both and role and when it comes down to brass tacks and role , and when it comes down to brass tacks , the HR professionals are there to support the company .
Speaker 1We talked about this , the goals in a number number five your documentation matters . It's important . Keep it , keep it , keep it . Keep it in perpetuity , filed away until you don't need it anymore . But you should keep a running tab of receipts of the things that you've accomplished , who you've told that to , what your metrics were . All of those things matter . Remember in the documentation process that it's not just about the emotions of what you did , like I'd actually cast that away , like what were the outcomes that you contributed and how did you do it ?
Speaker 1Number six the goals are intentionally vague . I just talked to you about , you know , my friend who got this , this , this pip . That was actually quite um , I can find it . I'll share it with you Like it was . It was like so-and-so needs to improve by um , not using um , by being more present in meetings or something . But what does that mean ? What do you want her to contribute ? Has she shut down because you haven't been listening to her in meetings , right ? Or is there an issue with the timeliness of the things that you do ? How do you make it solid that you need to do this by when ? Who does what by when right ? Sometimes , you know , I like this one . Number seven Sometimes your co-workers already know that you are on thin ice and you may not know . It's important to have both peer and leader feedback so you can navigate appropriately , so that you can also know who's advocating for you and potentially who's stabbing you in the back .
Speaker 1Number eight sometimes the PIP is a strategy for your exit or financial reasons . The the PIP is a strategy for your exit or financial reason . You know , if you get terminated for cause , you don't get severance . You don't get , you don't get any of the things . So it's advantageous at times for the organization to go this route . Rather than paying you out , you can negotiate . So number nine I like this one is you can negotiate during a PIP , right , like , if you're really trying to get rid of me , let's do this , let's not even bother , let's give me my severance of whatever time and whatever , and we'll leave amicably right .
Speaker 1So doing um
Top 10 Things Companies Won't Tell You
Speaker 1resignation in lieu of performance management issues like it's not a bad look . That way you get something out of it and not have to do the painful walk of shame of being on a pit . It's like like the scarlet letter . Performance improvement plans are like the scarlet letter of organizations . We we really do brand people in such a way that that makes them feel , you know , alone , alienated , persecuted , even disassociated , if you will , and I think we need to really address that . In most cases , we're really not trying to help folks . I said it .
Speaker 1And , lastly , the last tip I'll give you at least the things you don't , the company won't tell you is most people don't survive . I would ask around if I were you like , if you're just curious , ask around like how many , how many people you know actually survived a PIP as a matter of fact , I want to hear from you , either send us a note or , you know , go on our Facebook page and chat us up . I want to know um . Go to info at the natalieparkercom . I want to hear from those who have survived a performance improvement plan , like what did you do , how did you do it and where is your career now ? How long ago was it ? I want to know . So , info at thenatalieparkercom , or DM me at thoyourbosssocks on Instagram or one of the socials . I think we'll show it somewhere here .
Speaker 1I think it's important , though , to know that rarely do people survive right . It's an interesting thing , and it just makes me sad that we perpetrate a fraud of like we're going to help you and then we're going to watch you try and then you're going to be fired . What motivates you to be on a PIP ? And , like , I'm going to , I'm going to show you it's an interesting thing . So I would say to you , like , how do you survive a PIP and be like I'm going to , I'm going to show you it's an interesting thing . So I would say to you , like , how do you survive a PIP ? Like , what would you do ? What would I tell you to do ?
Speaker 1First , I would tell you to have whatever emotion that you need to have . Grieve it . Grieve the fact that you don't have the relationship that you have . Grieve the fact that you don't have the support that you probably need . Grieve the fact that you might've made a bad choice of employer . Grieve the fact that you don't have the organization's trust . Take a minute and grieve that . Purge it , write it down , bake a cake , whatever you do to grieve , do that and then come up with your game plan , because it's really the game plan that's gonna help you move to purpose .
Speaker 1I would say that if you have not documented , go ahead and think back as far as you can and document everything . If not , if you have documented , gather your stuff and make your case , appeal it if you need to . Many times , companies will have an appeal process for things like this and it's important for you to at least go on record to give your perspective . I'd also say get external advice , whether it's from someone external to your team or the department or even your company . If you need to , don't be afraid to negotiate . Don't be afraid to negotiate . Don't be afraid to leverage the ideas of quid pro quo when it comes like I'm going to do this . But here's what I need for you Um , if you have a good position , right .
Speaker 1If you don't have anything to offer but more often than not , there are people who have , you know , really good skills where the company's willing to , shall I say , suffer you while they're recruiting for your replacement , right . If you can roll out , leave early . If you have either the means or the incentive or whatever you need to to be like you know what you can . Take this job . I'm taking my ball and going home . Do it . Roll out , leave early if you can and try to exit . Um , exit gracefully .
Speaker 1I would not . I would really challenge you not to go around telling everyone like oh my God , I got on a pit , but that's not . That's not a good look for you . Figure out who you can trust , who can help you build your plan and share it with them , and them only , because the more that you share it around the office , the more that you share it around you know the remote office , if you will . You are not giving yourself any credit , you're not giving yourself a good brand . It's not good for your brand . So I would say , keep that under the vest and keep that need to know for the people who are supporting you . Right , and I said it before , I really do want to hear from those of you who , like been on a PIP , you've ever been on a PIP and you've had these challenges . I want to hear from you . I want to hear about what happened . What was the scenario , who did you trust ? How'd you get out of it ?
Speaker 1Because I think we need to have a more open conversation about some of these intentions , because not all of them are accurate , clear or authentic . I think that you know pips will feel personal . A lot of times you'll feel like , oh my God , they did this to me and while that may be true , it's not the most useful
Strategies for Surviving a PIP
Speaker 1emotion to help you get to a place of pivoting , to what your action is going to be . Um , it's important for you to stay clear headed and remember what your end goal is . Your end goal isn't just to keep a job . What is your end goal in making sure that you achieve the purpose , the function , the things you need to in your life for you and your family . Purpose , the function , the things you need to in your life for you and your family Um , that's that's really important , and so I wanted to share that with you .
Speaker 1There's a lot going on in various different markets and this , this idea of being placed on improvement , improved performance improvement plans for me , is really near and dear to my heart , because I've seen them abused . Um , I was talking on was talking on a podcast recently where we were talking about neurodivergent employees and I shared the story of how I , when I was a leader from an HR perspective I had I saw firsthand how someone who was neurodivergent was put on a performance improvement plan , how someone who was neurodivergent was put on a performance improvement plan . The plan was really bad . The leader was already ready to fire them . Because they came to me like I need to fire him today . Okay , what did he do ? I don't know . I just can't take it . But what did he do ? But he's just I , just I , just , you know , I talked to myself . I reiterate myself , I'm like , well , show me your documentation . The manager didn't have any either . I reiterate myself , I'm like , well , show me your documentation . The manager didn't have any either . Right .
Speaker 1And so we crafted this plan with the intention of trying to do course correction . But I can honestly tell you within my heart of hearts I can . I did not see this manager actively support the employee and when we got ready to leave , I don't know that they did the check-ins , because performance improvement plans are supposed to have check-ins , right . I don't know that they did the check-ins , because performance improvement plans are supposed to have check-ins right . I don't know if the leader did any of that . But when we went to go terminate this employee seeing some of the signs that present itself when it comes to folks who are neurodivergent , they were very evident Everything from , you know , lack of eye contact to being agitated Not that you wouldn't be agitated regularly , but having you know my son's neurodivergent , I feel like I do have a better sense and see it sometimes in people , and it was just heartbreaking to see this . You know these two grown men not being able to appropriately articulate what they needed to be able to reconcile the relationship , and so it's important to me that everyone has at least the information to be able to be successful .
Speaker 1I don't mind that companies use performance improvement plans when they're done in an authentic way . It shouldn't be weaponized . It should be to help people and , with the workforce being what it is , with us having a talent shortage , with us not upskilling , we have a lot of room to grow when it comes to making sure people can do the job we've asked them to do . That's it for this episode . I wanted to share my perspective , especially because it's a pressing thing that's happening right now . We have a lot of room to grow and a lot of room to help people succeed in the space . I want companies to really be authentic about their intention .
Speaker 1Most states are at-will states , meaning , frankly , if they were just really gangster , they could come into your office like this is the end of the road , like Boyz II Men , although we've come right . They could come in and say this is the end of the road , not give you a reason , not give you a rhyme , because the employment situation is at will . We've come into a norm where companies have , you know , developed the
Closing Thoughts and Call to Action
Speaker 1processes for exit and I don't think there's anything wrong with the company having a process to exit bad performers . I actually don't think there's a problem with that . Where I think the biggest breakdown is is managers not managing well , managers not articulating their expectations and then wanting to , you know , bippity , boppity , boop , put somebody on a pip and get them out . That's my problem , especially considering they're not genuine in their intention .
Speaker 1That's it for this episode . It's really been great talking to you . I want to hear from you . If you've got a bad boss story , if you've had a pip and survived it , I want to hear from you . Check us out at info at thenataliparkercom and until next time , don't let your boss suck the life out of you . Take care . Today's episode is brought to you by Natalie Parker Enterprises , where we shape the future and unlock potential by helping organizations and people work together to do good work . Find out more at thenatalieparkercom or , if you'd like to be a sponsor , email us at info at thenatalieparkercom .
