Manager vs. Leader How to write up a low performer

How to write up a low performer like a leader, not a manager. Number one is don't make it a surprise write up. Should confirm previous conversations, not replace them. One of the biggest mistakes managers make is avoiding these coaching conversations, even if they're tough and then jumping straight to documentation out of nowhere. The employees shouldn't be surprised. So as leaders, we have built up to this conversation. We have done anything and everything that we possibly could to avoid getting to a write up. None of this should be new information. And we've talked about these expectations. And I just wanna document where we are today. Kim Scott would say the sooner we give people accurate feedback, the sooner they can improve. Then number two is we wanna document the gap, not your frustration. This is not about emotions. This is strictly about performance. Try to think about a camera that records. It's not sitting there reacting to what it sees. But the moment a manager starts writing down things about their attitude, effort, intention, any of that, this conversation becomes subjective. It's not about facts anymore. So as a leader, we're focused on facts, behaviors, timelines and impact. Alright, let's focus on what happened, impact that it had, and then what needs to change moving forward. Peter Drucker would say you can't improve what you don't measure. So let's make it crystal clear here. Oh, and real quick, if you're looking for leadership tools, the tips, frameworks, questions, activities, these Say THIS, Not THAT cards are the new If THIS, Then THAT cards. You can sign up here, get a discount or click the link in my profile and start using them today. Oh, and reach out anytime if you need a speaker for your next leadership event or if I can help customize a half day or full day leadership workshop for your team. And then number three, my absolute favorite, is we're going to write the comeback story. But the goal of this documentation is not to prove their failure. It's to create a comeback story, right? Create some accountability and a path forward that we co-create together. A great coach doesn't show you the scoreboard just to say, hey, you see how bad you're losing? No, we use it to help them win the next quarter. The best write-ups end with a clear picture of success that both have agreed upon specific actions and a follow-up plan. This is not a mandate. I'm not protecting the policy. I'm protecting their potential. This is where people support what they help create. So we're building it with them, not just for them. I don't walk in and say, you better do this, this, and this, or you're gone. No, I'm saying like, hey, here's the action plan. Let's put in things that you believe that are possible that you can start doing right now, right away. People are more likely to improve when they know what winning looks like. And then we agree, here's what success looks like over the next 30 days and here's how I will support you along the way. As a leader, I'm not here to document their failure. That's not what a write-up is. No, we are here to create clarity. Yes, some accountability and then the support that they need to succeed. They must take ownership of this in order to fully commit to it. And look, leadership is not a title, right? It's a fire. We have the opportunity to ignite it, not only in ourselves, but in others. Now, if you like these little tips and frameworks, check out my profile and follow me.