I have a high C direct who is performing badly. I listened over and over to the Corky cast, late stage coaching cast and others related to this. I Am already in the 4th step of Manager Tools record for firing someone -- which is the MT coaching model. I need help on topics for his coaching (goals / resources / action plans) regarding his inability to deliver results and get along with other people.

About my direct -- he's a high C. An individual contributor. Role's bordering on the technical side. In the company longer than I am (almost 2 years; me only 8months). About his performance -- he keeps missing deadlines, constantly late for work, doesn't inform me or anyone else if he's not coming in (essentially making his own schedule), doesn't get along very well with my team and others (he doesn't help out when other people are drowning in work).

I've given him feedback. Systemic feedback. Regular O3 discussion about his performance and inability to meet the standards. I've told him in my mid-year evaluation (company initiated) and Q3 review (my own) that if I don't see any change, he'll be on his way out. So he knows his situation.

Company evaluation will be submitted mid-January and I don't want to involve the company yet without doing something apart from feedback. I won't baby sit him but I'm not giving up yet. Any specific goals/resources / and action plans for topics related to the ones I mentioned will be very much welcomed.

pucciot's picture
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You have said that this direct is a High C.

You may need to make this more real for him.

You have said that this poor performance has been addressed with feedback and during reviews.

Has he stated that his performance will improve, or does he just give a little," OK. I'll try".

As a High C he may start responding to things in writing.

Perhaps making a check list that he will bring to you each day or each week.

Checklist of the deadlines.

Checklist of other positive performance markers.  Phone calls and contact with peers, etc.

In writing, making him check it off, may make this more real to him.

It may not hit home until he sees it in writing and he has to interact with it.

Before termination here we have to do a "written warning"  spelling out the pathway to success.

The employee has to sign it and agree to it.

Be specific, be real.  Make it his responsibility to maintain the list and check it off.

That's my suggestion.


Good luck.



engineering_mgr's picture

Just curious: what is the upside of keeping this employee? Do you see potential there, or does he have a region of positive contribution, however narrow?

aylim14's picture

Hi, i just wanted to thank you for the comments and additional guidance. And i'm terribly sorry for just replying to this one now. The direct report of mine resigned 2-3 weeks after me posting this. 

To answer engineering_mgr's question, yes, he does have a positive contribution to the company. He is the person most knowledgeable about the "advance features" of our product. He studied it himself (initiative). He knows about it as well. And i've given him positive feedback for it. 

I even had him make a presentation to the team to share his knowledge -- which he did very well (broke it down into chunks, made it easy to understand) and gave him feedback for it as well. 

Anyway, that's all in the past now. Thanks again for everything!