Leaders have a clear challenge in the litigious world we live in today. Corporations have their HR and Legal departments enforce written documentation to position a defense should they get draagged in to nuissance litigation after a termination of a team member. On the other hand, we all know that handing a "write up" to someone or giving them a pre-read will almost certainly TRIGGER a fight, freeze or flight response.
The Thought
Did you know… the best write-ups don't exist to document failure.
They exist to create clarity, accountability, and a pathforward.
Leaders don't use documentation as punishment. They use it as another coaching conversation.
You don't have to always present a written document for signature. Have a conversation. the write up is a memorandum for record that documents the conversation. A witness can sign it so it is "official" for the lawyers and HR.
The Tip: Remember to…
1. Don't make the write-up a surprise. Design a feedback conversation. Preparation is about Purpose Process and Payoff. A manager avoids difficult conversations until it's time to document. A leader coaches early and often. Say something like:
"We've talked about these expectations before. Today I want to document where we are and what success looks like moving forward."
Then get the team member doing the talking. Ask:
Have I been clear about the expectations? Let the team member talk. Here are some follow up questions to keep them discovering on their own.
- Is there anything preventing you from meeting them?
- What support would help you improve?
- A write-up should confirm previous coaching conversations,not replace them.
2. Document the gap, not your frustration
A manager documents emotions. A leader documents facts. Focus on behaviors, timelines, expectations, and impact.
Not attitude. Not assumptions. Not intentions.
Then ask something like:
What happened from your perspective? What impact did this have? What needs to change moving forward?
Think like a camera. Record what happened, not how you feel about it.
THE FINAL WARNING
There will be times when someone just does not want to respond to previous coaching. They may not have the "Will" to change. There are times when you may have to frame the discussion as a final warning, You still coach. You still want the person to feel like you are giving them a chance to make the change. If you aren't there to do that then you are really terminating them or hoping they will quit.
THERE MAY BE A NEED FOR NEGATIVE CONSEQUENCES
You may be shifting from the coaching to revisiting and clarifying expectations that suggested there are consequences for not making the desired change. Perhaps they had a "perk" like extra vacation thaat was outside of normal policy. Maybe the consequence instead of termination is the loss of the special perk. The comeback story is about being able to keep their job and earn the perk back.
3. Write the comeback story. A manager focuses on documenting failure. A leader focuses on creating a plan for success.
Co-create clear actions, measurable expectations, and follow-up conversations.
Then ask:
What are you willing to commit to?
- What does success look like over the next 30 days?
- How can I support you along the way? People are more likely to improve when they know what winning looks like.
Leaders don't write people off. They help people write their comeback story.