The Effective PIP Framework

A Step-by-Step Guide to Performance Plans That Drive Real Results

Welcome to The Evolving Leader's Guide. Each week, I share one mindset, framework, or toolkit designed to help you become a more effective leader—so you can lead with confidence, inspire your team, and build a career you're proud of.

[Note: This is Part 2 of a two-part series on Performance Improvement Plans. Last week we explored the mindset needed for effective PIPs. This week focuses on the practical implementation—the exact framework and conversation script you need to deliver PIPs that work.]

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This week's tool: The Practical PIP Framework

In last week's post, we explored how PIPs can be reframed from dreaded "death sentences" to valuable clarity tools. We examined the mindset shifts needed to make PIPs effective and why most performance improvement plans fail despite their potential.

Now, let's get tactical. If you're convinced that PIPs can be valuable when approached correctly, what exactly should they include? And how do you deliver them in a way that maximizes the chance of success?

This week, I'm sharing the practical framework that I've seen work repeatedly, whether the ultimate outcome is performance improvement or a dignified transition.

Anatomy of an Effective PIP

The best PIPs I've seen are structured around these key elements:

1. Clear definition of excellence

Often times we focus on what someone is doing wrong. But it is even more important to define what you want to see. Definitions of excellence should be clear: not just "improve communication" but specific behaviors like "respond to all client emails within 24 hours with complete information." Excellence should be defined in terms that leave no room for interpretation.

Bad example: "Demonstrate better teamwork skills."
Good example: "Contribute at least one solution-focused idea in each team meeting and complete assigned collaborative tasks by agreed deadlines."

2. Measurable outcomes

If you can't measure it, you can't improve it. Both sides need objective ways to track progress and know when goals have been reached. Metrics might include response times, error rates, or project completion percentages.

Bad example: "Improve your communication with stakeholders."
Good example: "Send weekly project updates to all stakeholders by EOD Friday. Respond to client emails within 24 hours. Document key decisions in our shared project tracker within 48 hours of meetings."

3. Timeline with milestones

Break the improvement journey into manageable chunks—depending on your PIP length, with specific achievements expected at each interval. This creates momentum and prevents the "all-or-nothing" evaluation trap.

Bad example: "Improvements should be evident within 60 days."
Good example: "By day 30: Establish weekly 1:1s with each team member using a shared document to track goals and progress. Spend at least 50% of each meeting on coaching rather than status updates. By day 60: Show evidence of how your coaching has helped at least 3 team members improve specific skills, with feedback from those team members on your coaching effectiveness."

4. Regular feedback sessions

Schedule weekly check-ins dedicated solely to discussing PIP progress. Document these conversations so both parties have a record of what's working and what needs adjustment.

Bad example: "We'll discuss your progress as needed."
Good example: "We'll meet every Tuesday at 10am for 30 minutes to review the previous week's metrics, address obstacles, and adjust approach as needed."

5. Explicit consequences

Be transparent about what happens if the improvements aren't made. Ambiguity here only increases anxiety and undermines trust.

Bad example: "Failure to improve may result in further action."
Good example: "I want to be transparent with you about what happens if we don't see the improvements we've discussed. After 90 days, if we're not seeing meaningful progress, we would need to consider whether this role is the right fit, which could mean separation from the company. I'm telling you this not to add pressure, but because I believe in being clear and honest, and I want you to succeed."

6. Resource commitments

Outline what support you'll provide—training, mentorship, adjusted workload—and what actions they'll take. A PIP is a two-way commitment.

Bad example: "Take advantage of available resources to improve."
Good example: "I'll block off time for us to have a 30-minute coaching session every Wednesday to review your project management approach and provide specific feedback. I'll also connect you with Jamie who's handled similar challenges well. From your end, I need you to come prepared to our coaching sessions with your specific questions and complete the weekly progress tracker we discussed."

7. Employee input and acknowledgment

One of the most critical elements is having the employee respond to the PIP with their understanding and commitment. This creates ownership and ensures alignment.

Bad example: No opportunity for employee input.
Good example: "After our discussion, I'll email you this plan. I'd like you to respond with: 1) Your understanding of the performance areas we're focusing on, 2) Any specific steps you plan to take beyond what we've outlined, and 3) Any additional support you think would help you succeed."

I've found that the most successful PIPs place heavy emphasis on the front end—clarity of expectations and frequent check-ins in the first two weeks. This early investment prevents the plan from going off-track and gives the employee confidence that you're invested in their success.

Another key to success: document everything in writing, but deliver everything in person (or video if you are remote). The written component ensures clarity and accountability; the human component demonstrates care and commitment.

Presenting a PIP: A Manager's Script

How you deliver a PIP matters just as much as what it contains. Here's a framework for that critical conversation:

💬 Setting the Stage

"Thanks for making time to meet today. I wanted to talk about some areas where I think you could be more effective, and put together a plan to help you succeed. I know that when people hear 'Performance Improvement Plan,' they often think it's just a formality with a predetermined outcome. That's not the case here. This is a genuine opportunity to address these challenges. I'm putting this plan together because I believe you have the potential to turn things around."

💬 Clarify the Gap

"Let me walk through the specific areas where I'm seeing gaps:

First, there's the issue with meeting deadlines on the Henderson project. When we missed those two milestone dates last month, it meant the client didn't get their deliverables on time and Sarah had to step in to smooth things over.

Second, I've noticed in team meetings that you're often quiet and don't contribute ideas until afterward in one-on-one settings.

We've touched on both these things in our check-ins before, but what's different now is we're creating a clear roadmap for improvement with specific goals and support."

💬 Present the Plan

"I've drafted a plan with specific targets and timelines, but I want your input on this. It's a starting point.

For the deadline issue, I'd like to see you hitting 100% of committed dates for the next 60 days, with a weekly check-in on progress.

For the team contribution piece, I'd like to see you sharing at least one substantive idea in each project meeting.

I'm also committing to support you—I'll meet with you weekly, connect you with Jamie who's great at project planning, and adjust your project load slightly while you develop these skills.

I do want to be honest with you. While I'm optimistic and committed to helping you succeed, we do need to see meaningful improvement. If we get to the end of 60 days without that progress, there would be serious implications for your role here. I'm saying this not to add pressure, but because I think clear expectations help everyone. My preference is absolutely to see you succeed in this role."

💬 Invite Collaboration

"Now I'd like to hear your perspective. What parts of this seem reasonable? What challenges do you see? Is there anything I'm missing about what might be getting in the way?"

[Give them time to respond and really listen]

"What other support would help you be successful here?"

💬 Clarify Next Steps

"So here's what happens next: We'll meet every Tuesday at 10am to check in on progress. You'll track your project deadlines in Asana, and we'll do deeper reviews at the 30 and 60-day marks.

I'll email you this plan today. When you get it, please take some time to think, then respond with your understanding of what we've discussed, any additional steps you plan to take, and any other support you need.

I want you to know I'm invested in your success. I've seen people turn around similar situations, and I believe you have the potential to do that too."

💬 Follow-up Email

Keep your email brief and supportive:

"Hi [Name],

Thanks for our conversation today. As discussed, I've attached the Performance Improvement Plan we talked through. As a reminder, the key areas we're focusing on are meeting project deadlines consistently and increasing your contributions during team meetings.

Please review and respond by tomorrow EOD with:

1. Your understanding of the performance requirements

2. Any additional steps you plan to take

3. Any other support you feel would help you succeed

I'm confident we can work through this together, and I'm here to support you.

Best, [Your name]"

The tone of this conversation is crucial. It should feel like you're coaching a team member you believe in, while also being crystal clear about expectations and consequences.

Monitoring Progress: Beyond the Initial Conversation

The weeks following a PIP conversation are crucial. Here's how to manage this period effectively:

Week 1: Increased support

In the first week after presenting a PIP, increase your touch points beyond the scheduled check-ins. Quick, informal "How's it going?" conversations signal continued investment.

Weeks 2-3: Document everything

Document both progress and challenges in writing after each check-in. Share these notes with the employee so there's mutual understanding of where things stand.

Mid-point Review: Formal assessment

At the midpoint of your PIP timeline, conduct a more formal progress review. Be explicit about what's improved and what still needs work. This prevents any surprises at the end of the process.

The Final Stretch: Maintain engagement

It's common for managers to disengage as the PIP progresses, especially if improvement seems unlikely. Resist this tendency. Your consistent engagement until the very end models the professionalism you expect.

Measuring Success Beyond Retention

The true measure of PIP success isn't just whether the employee stays or goes. Consider these broader metrics:

1. Performance impact: Did actual performance improve, regardless of whether the employee ultimately stayed?

2. Team health: How did your handling of the performance issue affect team morale and psychological safety?

3. Clarity gains: Do both you and the employee have greater clarity about the role, expectations, and fit?

4. Dignity preservation: If separation occurred, was it handled with respect and mutual understanding?

5. Process improvement: Did the PIP process reveal systemic issues that could be addressed to prevent similar challenges for others?

A PIP that leads to an employee's dignified exit with mutual understanding may be more successful than one that results in grudging, temporary improvement followed by eventual disengagement.

Coach's Challenge: Build Your PIP Toolkit

This week, create your own PIP toolkit by taking these steps:

1. Draft a PIP template using the seven elements outlined above, customized for your team's context.

2. Role-play the conversation with yourself (or a trusted HR partner if available), focusing on the parts that feel most uncomfortable to you.

3. Create a simple system for tracking PIP progress that you could implement immediately if needed.

4. Identify 2-3 specific, realistic resources your organization has available that you could offer as support during a PIP.

Performance improvement plans don't have to be dreaded last resorts. With the right structure, delivery, and follow-through, they can become powerful tools for clarity and growth—regardless of the ultimate outcome.

The best leaders don't judge themselves by how rarely they need PIPs, but by how effectively they implement them when necessary.