When You Don’t Fit Your Manager’s Implicit Expectations, Expect a PIP

Employees who don’t fit the mold of what their manager implicitly expects may often find themselves facing a Performance Improvement Plan (PIP). This scenario typically arises when there is a significant mismatch between the employee’s work style, skills, or behavior and the manager’s expectations. These implicit expectations can include unspoken rules about communication styles, work hours, team interactions, and unwritten norms that the manager values. When employees are unable to adapt to these expectations, managers may view their performance as subpar, leading to the initiation of a PIP.

The initiation of a PIP can be a stressful experience, as it formally documents areas where the employee is not meeting expectations and sets specific goals for improvement. For employees who feel they are already working hard and contributing effectively, a PIP can feel like an unjust criticism. However, it is crucial to understand that a PIP is often a managerial tool to address perceived performance gaps. The root cause of these gaps could be the implicit expectations of the manager, which may not have been clearly communicated to the employee. This lack of clarity can make it difficult for employees to meet expectations they were unaware of, further exacerbating the situation.

Employees facing a PIP should take proactive steps to address the situation. Firstly, they should seek to understand the specific expectations and implicit standards of their manager. This may involve having a candid conversation with the manager to gain clarity on what is required and how they can align their performance accordingly. Additionally, seeking feedback from colleagues who have successfully met the manager’s expectations can provide valuable insights. Understanding these unspoken rules can help employees tailor their approach and work more effectively within the expected framework.

Moreover, employees should leverage the PIP as an opportunity for growth and improvement. Rather than viewing it solely as a punitive measure, they can approach it as a structured way to enhance their skills and performance. By actively engaging with the goals set out in the PIP and demonstrating a willingness to improve, employees can show their commitment to their role and their ability to adapt. Documenting their progress and regularly updating their manager on their improvements can also help in positively altering the manager’s perception.

Lastly, if the mismatch between the employee’s natural working style and the manager’s implicit expectations is too significant, it may be necessary to consider whether the role or the working relationship is sustainable in the long term. In some cases, seeking a transfer to a different team or finding a role that better aligns with their strengths and working style may be the best course of action. Ultimately, navigating a PIP successfully requires a combination of understanding, adaptation, and strategic planning to align better with managerial expectations.

Author: The Impartial Lab. (D.TIL)