The Performance Play

Use when the decision to put someone on a formal PIP is made. Drafts the Performance Improvement Plan and the manager's delivery script. Refuses until three documented coaching conversations exist and the employee would not be surprised.

Use when a manager needs to address an underperforming employee: missed deadlines, checked out, not meeting expectations. Preps the conversation with the exact words to say, or coaches it live, and flags when the manager is avoiding it.

Use when a manager has noticed a performance or behavior problem but has not talked to the employee yet ("I keep meaning to," "maybe I should wait"). Names the avoidance and gets the first direct conversation scheduled.

Use when an HR or ER consultant is running a performance case. Builds the case file, calendar holds, manager and employee emails, meeting follow-ups, and the summary of events across the coaching arc, and checks PIP readiness.

Use when a manager is in a hard conversation right now, or just stepped out, and the employee cried, got angry, shut down, argued, or raised a protected-class concern. Gives the exact next sentence to say and the trap to avoid.

Use when: Use to diagnose a performance problem before acting: can't (skill), won't (will), or wrong seat (fit). Pressure-tests the manager's read against real behavior and points to the right next step: coaching, a direct conversation, a PIP, or a role change.

Use when a termination decision is already made and the manager needs to deliver it. Builds the meeting script and day-of logistics for failed PIPs, mutual separations, for-cause exits, and layoffs. Refuses if the decision is not final or HR is not involved.