When On A Disciplinary /
Performance-Improvement Plan
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Most Common Situations
1. Disciplinary: A formal complaint has been raised, an investigation has been conducted, the employee has been found guilty, but the organisation wishes to retain the employee.
2. Disciplinary: Complainant is dissastified with either how a formal complaint had been handled and/or with the investigation's outcome.
3. Performance-Improvement Plan (PIP): A high-performing employee is experiencing sustained (people-management) challenges, and the situation has worsened to the extent of either formal complaint(s) being filed and/or their peers having expressed resistance to working with the individual. Prior improvement interventions had failed, and PIP implemented as a last resort.

Most Common Challenges
1. Regaining credibility
2. Repairing relationships
3. Second-guessing decisions
4. Managing intense emotions
(anger, grief, shame, fear, guilt)
5. Projecting emotions onto others
6. Managing expectations upwards
7. Deciding whether to stay or leave
8. Trusting one's ability to read a situation
9. Responding to being challenged by team

How I Can Help You
1. Clarify priorities
2. Expand perspective
3. Understand emotions
4. Reconcile what happened
5. Hold space of non-judgment
6. How to apologise with dignity
7. Practical self-soothing strategies
8. Create and maintain healthy boundaries
9. Having difficult conversations respectfully
Case Study 1
Coachee: C-level Executive
Industry: Finance
Client Situation: 
  • Complaint raised against long-time employee with exemplary track record.
  • Alleged event occurred during an annual internal event.
  • Disciplinary plan initiated post harassment investigation.
Coachee’s Challenge: 
  • How to continue leading authentically whilst feeling that "all eyes" are watching every move.
  • Reconciling "who I thought I was" with "what I did".
  • How to reconstruct a professional relationship with the individual who filed the complaint.
Coachee’s Takeaway: 
  • Reoriented leadership north-star.
  • Regained a sense of integrity regarding identity.
  • Reconciled the possibility of a permanently changed relationship nature with existing colleagues.
Case Study 2
Coachee: Chief Operating Officer
Industry: Infrastructure
Client Situation:
  • Performance improvement plan activated.
  • Asia was coachee's first overseas assignment.
  • 2nd quarter into position, resignations began, and a petition was initiated for coachee's resignation.
  • Leadership peers found it difficult to work with coachee.
Coachee’s Challenge: 
  • Wanted to be authentic, but believed it would be seen as "soft", and compromise department's performance.
  • Struggling with whether the decision to relocate the entire family was the right one.
  • Felt conveniently scapegoated for existing inefficiencies.
Coachee’s Takeaway:
  • Learned to pause before reacting, and in the moment, self-coach into more constructive space.
  • Co-created strategies to have difficult conversations to address consequence of past behaviour.
  • Expanded communication toolkit to better connect with team members.