Blog

Performance Improvement Plans That Actually Improve Performance

Performance Improvement Plans That Actually Improve Performance

By Deo MwanoAt DMC, we work with many organizational leaders who consult with us on issues related to employee experience, culture, and workforce climate. Managing employees comes with many challenges, especially around discipline, accountability, and reinforcing critical objectives and expectations. One area that often creates friction is the Performance Improvement Plan (PIP).PIPs are difficult to execute effectively. In our work, we frequently discuss not only the intent behind a PIP but also whether it clearly articulates the areas of improvement with demonstrative examples. For an employee to truly understand what is expected, the PIP must move beyond conceptual language and provide practical, actionable guidance.The Purpose and Drivers Behind PIPsTo be candid, many PIPs are influenced by different organizational drivers. Sometimes they serve as an HR protocol leading to eventual termination. Other times, they are genuinely designed to help an employee improve and reestablish their effectiveness within the organization.When consulting with managers, we often ask: “What do you want the outcome of this PIP to be?” The answer to that question should drive how the PIP is written. A strong PIP includes specific examples of the behaviors and results that leadership wants to see from the employee.The Challenge With Many PIPsUnfortunately, many of the PIPs we encounter lack tangible outcomes. They are often filled with HR jargon and vague concepts that leave room for interpretation. A PIP written in this way is essentially ineffective—it shifts the burden onto the employee to ask clarifying questions.The problem? Most employees receiving a PIP do not feel comfortable asking for clarity. As a result, the PIP fails to support improvement and instead becomes a procedural document that sets the stage for separation.What Effective PIPs Should ContainFor a PIP to be useful, HR, managers, or learning and development staff must review the draft and ensure that it:Provides clarity. Each item should be written as a specific, demonstrable behavior or action.Uses practical language. Replace abstract HR jargon with clear, everyday terms.Includes supportive resources. Pair expectations with tools, training, coaching, or mentoring that will help the employee succeed.When we review PIPs, we often ask managers: “What does this statement look like in action?” Their verbal explanation usually captures exactly what should be written into the PIP.The Timing ProblemWe also see cases where a PIP is used only as an HR protocol to justify termination—at which point, it’s too late. By then, the employee has missed earlier opportunities for feedback, coaching, and guidance.Leaders should provide continuous feedback and support long before a formal PIP is introduced. This gives employees a fair chance to learn, adjust, and demonstrate they can meet the expectations of their role. The responsibility for improvement lies with both the employer (to provide clarity and resources) and the employee (to take ownership of growth and performance).Practical Tips for ManagersTest the clarity of the PIP. Share the draft with a trusted colleague and ask if the descriptions are clear and actionable.Keep it concise. Focus on the major performance gaps at the top of the document so employees are not overwhelmed.Pair with support. Ensure the employee has the resources—training, coaching, or mentoring—needed to succeed.Final ThoughtsA PIP should be a tool for growth, not just a procedural step. When written with clarity, guidance, and supportive resources, it can help employees improve and contribute meaningfully. When it lacks those elements, it risks damaging culture, lowering morale, and ultimately becoming a missed opportunity for both the employee and the organization. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Beyond the Buzzwords: Making Mission Real for the People Who Power It

Beyond the Buzzwords: Making Mission Real for the People Who Power It

By Andrea BruneauDo you know how your team would answer this question?“If our team disappeared for a week, what part of the mission would go unmet?”If the answer isn’t clear—to them or to you—that’s a signal that your team may be missing the vital connection between purpose and practice. Organizations spend significant time and money crafting mission statements and strategic plans, yet many employees still feel disconnected from what really matters. In fact, only 58% of employees believe senior leaders provide clear direction, and just 56% feel their voices are heard, according to a July 2025 report from Training Magazine.When leaders hold tightly to vision and values but don’t bring their teams along, the result isn’t just a communication gap—it’s a missed opportunity to align motivation with performance. The issue isn’t a lack of care—it’s a lack of clarity. Leaders often struggle to translate vision into the day-to-day reality of their teams. That’s where authentic engagement comes in.Authentic Engagement Authentic engagement isn’t about having an open-door policy or sharing inspirational quotes. It’s about showing up with clarity and consistency . It means helping employees:Understand how their work connects to something largerFeel seen and supported by their managerKnow that their input shapes the futureTangible Actions Leaders Can TakeRealignment doesn’t require a reorg or rebrand—it requires everyday leadership behaviors that make mission and meaning visible and real.Here’s how leaders can ensure employees understand the bigger picture and how it connects to their role:1. Repeat the Vision—Often, and in ContextOpen team meetings with a reminder of how current work ties into the mission.Share real stories that illustrate the mission in action.Use consistent language and accessible phrasing to reinforce key messages.2. Cascade Priorities into Team-Level GoalsTranslate company strategy into team goals during planning sessions.Help employees set personal goals that directly map to those priorities.Visualize how tasks connect to organizational strategy.3. Lead Purpose-Driven 1:1sAsk questions like:“Which part of our mission feels most real to you right now?”“How do you see your work contributing to what we’re building?”Encourage two-way dialogue that explores purpose, not just progress.4. Close the Loop on Strategy ShiftsShare the "why" behind changes, not just the "what."Involve teams in interpreting what shifts mean for their day-to-day work.Collect and act on employee feedback to maintain alignment.5. Recognize Aligned Behavior (Not Just Results)Spotlight behaviors that reflect core values.Reinforce how specific actions support the mission.Embed recognition rituals into meetings or internal channels.6. Make Work and Impact TransparentUse simple tools to show how team tasks ladder up to big-picture goals.Highlight completed work in weekly recaps and connect them to strategic outcomes.7. Train Managers as Culture TranslatorsProvide practical tools like coaching prompts and alignment guides.Measure and develop their ability to engage teams with clarity and purpose.Reinforce that every manager is a messenger of mission and culture.The Bottom LineThe greatest threat to engagement isn’t apathy—it’s disconnection. When employees can’t see how their daily efforts connect to the mission, you don’t just lose productivity. You lose momentum, morale, and meaning. Leaders who consistently communicate mission and reinforce values in practice—not just in presentations—build stronger, more resilient teams.  The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
The Real Summer Productivity Problem Isn’t Laziness—It’s Blurred Boundaries

The Real Summer Productivity Problem Isn’t Laziness—It’s Blurred Boundaries

Summer’s here—and so is the managerial panic. Sunshine and PTO requests can feel like red flags to leaders bracing for a productivity dip. Fearing “quiet vacationing” (relaxing while on the clock), many respond by tightening control. But here’s the twist: while productivity does dip during summer, the issue isn’t laziness—it’s a workplace culture that blurs the line between work and rest, leading to burnout and partial engagement both at work and on personal time.Here’s what the data tells us:Employees aren’t using their PTO: 78% don’t use all their time off—often due to guilt, workload pressure, or fear of appearing uncommitted.When they do use PTO, employees are still working: 86% check emails from their boss while on vacation, and over half take work-related calls.It turns out “quiet vacationing” is actually quiet burnout. Checking out while “on the clock” and avoiding PTO altogether is a response to the perceived risks of taking time off. It is less about slacking, and more about navigating a workplace culture that punishes time away.If you want to protect performance this summer, don’t double down on control. Build a culture that actively supports time off—through trust, clarity, and systems that make unplugging possible. By addressing the cultural and logistical barriers to taking time off employees can fully unplug. When they come back ready to perform, the payoff isn’t just rest—it’s better results. 1. Set the ExampleAs a leader, what you do speaks volumes over what you say. Take and respect your own time off. Modeling healthy boundaries and prioritizing rest gives your team permission to do the same without guilt or fear. Show that it’s possible to deliver high-quality work and also value downtime. What This Looks Like in Practice:Set clear out-of-office messages and unplug during PTO.Share your vacation plans and model boundary-setting.Avoid contacting your team while out.Protect focus time and deliver results without overworking.2. Respond Supportively to Time Off RequestsIf taking PTO feels like a burden or risk, employees won’t use it. Normalize these conversations and respond with encouragement to show that rest is respected, not resented.What This Looks Like in Practice:Respond positively to PTO requests without guilt-tripping.Plan collaboratively to ensure smooth transitions.Avoid calling time off “bad timing.”Celebrate proactive time-off planning.3. Set Clear Expectations for CoverageFear of returning to a pile of work and chaos is a primary barrier to taking PTO. When systems are in place to manage workloads during absences, employees feel safer stepping away—and returning ready to contribute. Make time off a system, not a secret.What This Looks Like in Practice:Assign point people to cover key responsibilities.Cross-train to avoid single points of failure.Keep shared documentation updated for smooth handoffs.Schedule major deadlines around known PTO windows.4. Draw a Bright Line Between PTO and WorkTime off should mean off. Make it clear that full disconnection is expected and supported.What This Looks Like in Practice:Praise those who fully unplug and plan ahead.Never contact team members during their PTO.Avoid rewarding “always available” behavior.5. Focus on Outcomes, Not OpticsShift your focus to results. When employees know they’re being evaluated on performance—not presence—they’re more likely to take needed breaks and deliver better work.What This Looks Like in Practice:Define clear goals, timelines, and deliverables.Resist monitoring digital presence.Offer flexibility as long as outcomes are met.Use check-ins to support progress, not track attendance.Bottom LineSummer doesn’t have to mean slipping performance—it can be a season of renewal. But only if leaders stop equating presence with productivity and start building a culture where rest is respected, systems support it, and people are empowered to recharge without fear. When that happens, employees come back better—and so does the work. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Succession Planning and Professional Development: A Strategic Imperative for All Organizations

Succession Planning and Professional Development: A Strategic Imperative for All Organizations

71% of employees report satisfaction with employer-provided upskilling/reskilling programs, and companies with strong learning cultures see 30–50% higher retention teamshares.com+10aiirconsulting.com+10economictimes.indiatimes.com+10wecreateproblems.com+6talentlms.com+6sumtotalsystems.com+6Whether your organization is large, medium, or small, having a succession plan is not just a best practice—it's a necessity. Succession planning ensures business continuity, nurtures internal talent, and empowers employees to take on greater responsibilities. This article explores both leadership responsibilities and employee strategies in building a thriving, opportunity-rich workplace.Why Succession Planning MattersSuccession planning is the proactive process of preparing internal talent to move into critical roles over time. Organizations that approach this strategically—by allocating time and resources for employees to learn, grow, and apply new skills—tend to outperform others in employee retention and satisfaction.When employees are given opportunities to develop and be challenged, they are more likely to stay and excel. A well-executed succession plan aligns talent development with organizational goals and makes future transitions smoother and more sustainable.Challenges in Diverse Work EnvironmentsAt DMC, we’ve partnered with organizations that face complex internal dynamics—ranging from unionized and non-unionized teams to hourly and salaried roles. These differences can make it more difficult to implement succession planning without concerns of favoritism or contract violations, especially when employees are in similar classifications.Additionally, the daily demands of operations—whether monthly reports or quarterly objectives—often prevent leaders from looking ahead. As a result, many organizations wait until the last minute to fill critical roles, often hiring externally. This can leave internal employees feeling overlooked and demotivated—especially when they’re the ones training the new hire.The Employer’s Role: Strategy, Transparency, and DevelopmentTo lead successful succession planning efforts, employers must:Define the skills and mindsets required for leadership roles.Evaluate internal talent to identify both capabilities and gaps.Create personalized development plans based on these insights.Transparency is critical. Communicate clearly about:Which behaviors, attitudes, and leadership approaches are needed.What learning paths or training opportunities are available.What performance markers define success for future roles.Too often, employers highlight technical skill requirements but ignore soft skills, approach, or mindset. Employees who demonstrate the right leadership behaviors—such as initiative, collaboration, and resilience—are often the ones organically positioned for growth. Don't leave that to chance; name and nurture those behaviors.The Employee’s Role: Mindset, Alignment, and InitiativeFor employees, growth isn’t just about hard skills. It’s about:AttitudeCommunication styleEnergy and work ethicWillingness to go the extra mileAlignment with what matters most to the organizationIf you're not sure what your leadership values—ask. At DMC, we often coach employees who are working hard on tasks they personally care about but are misaligned with the company’s priorities. These employees often feel frustrated when they're not recognized or promoted.Success comes when you align your efforts with your employer’s key priorities. Be proactive. Seek clarity on what matters most in your role and what it takes to move forward. Show that you're invested in the bigger picture.Real-World Inspiration: Learning from LeadersRecently, I listened to a powerful podcast featuring the CFO of Meta and a co-founder of Stripe. The Meta CFO shared how, early in her career, an executive recognized her potential and encouraged her to pursue a path that could lead to the CFO role. Today, she is one of the youngest CFOs at a Fortune 500 company—leading finance at one of the most successful companies in the world.The lesson? Succession planning and professional development are real, impactful strategies—not just for executives, but for employees at every level.👉 You can listen to the podcast here: https://www.youtube.com/watch?v=z6PHZJLo2SkFinal ThoughtsFor succession planning to work, both employers and employees must take initiative:Employers must be transparent, strategic, and supportive.Employees must be self-aware, curious, and aligned with the organization's mission.At DMC, we believe in co-creating environments where everyone has the tools and clarity to grow. If your organization is ready to take succession planning seriously, we're here to help.Upskilling & Reskilling: Additional Resources71% of employees report satisfaction with employer-provided upskilling/reskilling programs, and companies with strong learning cultures see 30–50% higher retention teamshares.com+10aiirconsulting.com+10economictimes.indiatimes.com+10wecreateproblems.com+6talentlms.com+6sumtotalsystems.com+6.52% of U.S. workers participated in an upskilling program over the past year (Gallup) nikolaroza.com.94% of business leaders expect employees will need new skills on the job by 2026 nikolaroza.com+1sumtotalsystems.com+1.McKinsey reports 42% of employees want upskilling opportunities; interest is highest among younger and underrepresented groups (e.g., 63% of 18–24, 54% of Black respondents) mckinsey.com.More than 70% of employers plan to offer upskilling and reskilling to their workforce by 2025 learning.linkedin.com+9sumtotalsystems.com+9shrm.org+9.60%+ of workers need training before 2027 and only half currently have access to adequate programs imocha.io. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
The Real Summer Productivity Problem Isn’t Laziness—It’s Blurred Boundaries

The Real Summer Productivity Problem Isn’t Laziness—It’s Blurred Boundaries

Summer’s here—and so is the managerial panic. Sunshine and PTO requests can feel like red flags to leaders bracing for a productivity dip. Fearing “quiet vacationing” (relaxing while on the clock), many respond by tightening control. But here’s the twist: while productivity does dip during summer, the issue isn’t laziness—it’s a workplace culture that blurs the line between work and rest, leading to burnout and partial engagement both at work and on personal time.Here’s what the data tells us:Employees aren’t using their PTO: 78% don’t use all their time off—often due to guilt, workload pressure, or fear of appearing uncommitted.When they do use PTO, employees are still working: 86% check emails from their boss while on vacation, and over half take work-related calls.It turns out “quiet vacationing” is actually quiet burnout. Checking out while “on the clock” and avoiding PTO altogether is a response to the perceived risks of taking time off. It is less about slacking, and more about navigating a workplace culture that punishes time away.If you want to protect performance this summer, don’t double down on control. Build a culture that actively supports time off—through trust, clarity, and systems that make unplugging possible. By addressing the cultural and logistical barriers to taking time off employees can fully unplug. When they come back ready to perform, the payoff isn’t just rest—it’s better results. 1. Set the ExampleAs a leader, what you do speaks volumes over what you say. Take and respect your own time off. Modeling healthy boundaries and prioritizing rest gives your team permission to do the same without guilt or fear. Show that it’s possible to deliver high-quality work and also value downtime. What This Looks Like in Practice:Set clear out-of-office messages and unplug during PTO.Share your vacation plans and model boundary-setting.Avoid contacting your team while out.Protect focus time and deliver results without overworking.2. Respond Supportively to Time Off RequestsIf taking PTO feels like a burden or risk, employees won’t use it. Normalize these conversations and respond with encouragement to show that rest is respected, not resented.What This Looks Like in Practice:Respond positively to PTO requests without guilt-tripping.Plan collaboratively to ensure smooth transitions.Avoid calling time off “bad timing.”Celebrate proactive time-off planning.3. Set Clear Expectations for CoverageFear of returning to a pile of work and chaos is a primary barrier to taking PTO. When systems are in place to manage workloads during absences, employees feel safer stepping away—and returning ready to contribute. Make time off a system, not a secret.What This Looks Like in Practice:Assign point people to cover key responsibilities.Cross-train to avoid single points of failure.Keep shared documentation updated for smooth handoffs.Schedule major deadlines around known PTO windows.4. Draw a Bright Line Between PTO and WorkTime off should mean off. Make it clear that full disconnection is expected and supported.What This Looks Like in Practice:Praise those who fully unplug and plan ahead.Never contact team members during their PTO.Avoid rewarding “always available” behavior.5. Focus on Outcomes, Not OpticsShift your focus to results. When employees know they’re being evaluated on performance—not presence—they’re more likely to take needed breaks and deliver better work.What This Looks Like in Practice:Define clear goals, timelines, and deliverables.Resist monitoring digital presence.Offer flexibility as long as outcomes are met.Use check-ins to support progress, not track attendance.Bottom LineSummer doesn’t have to mean slipping performance—it can be a season of renewal. But only if leaders stop equating presence with productivity and start building a culture where rest is respected, systems support it, and people are empowered to recharge without fear. When that happens, employees come back better—and so does the work. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Adaptive Leadership: Moving Beyond Preference to Impact

Adaptive Leadership: Moving Beyond Preference to Impact

By Deo MwanoAt DMC, we train leaders using a set of core leadership principles designed to help them understand the “being” of their employees in order to effectively influence the “doing.” Over the past nine months, we’ve focused on three key principles with one of our partner organizations: Introspection/Self-Awareness, Validation, and Adaptability. These principles are interconnected and stackable—they build on one another in practice.In this article, we’re diving deeper into Adaptive Leadership, one of the most commonly misunderstood of the three.Misconceptions About Adaptive LeadershipIn our bi-weekly and monthly check-ins with leaders, a common theme emerges: many interpret adaptive leadership as simply “adjusting to please everyone.” They believe it means tailoring their approach to suit every employee’s preferences so they feel good in interactions with leadership or about their work. While positive experiences are important—feeling accomplished, supported, and engaged—this is not the true goal of adaptive leadership.Adaptive leadership is about understanding both the situation and the people involved, including their preferences and perspectives, in order to motivate, inspire, and hold them accountable to achieve what’s required of them. It’s about helping employees show up at their best and perform at their highest potential.The Role of Situational AwarenessBeing adaptive means recognizing the different factors that influence an employee’s performance. What’s happening in their environment—positively or negatively—that might be impacting them? Are you addressing external factors that hinder productivity, or nurturing the positive ones that enhance it?Leaders must assess these conditions and act accordingly. For example:Are there workplace dynamics or system barriers that need adjusting?Are certain routines or relationships creating momentum that should be protected and reinforced?The Importance of CommunicationCommunication is critical in how employees interpret leadership. It’s not about how you think you come across—it’s about how your team experiences you. Leaders often justify their style based on past norms, inherited behaviors, or personal preference. But effective leadership isn’t just about you—it’s about those on the receiving end of your actions.You must actively gather feedback through:Anecdotal check-insFormal surveysListening sessionsOne-on-one interviewsAsk your team:What aspects of your leadership are effective?What’s not landing well?How do they interpret your intentions?Then, reflect. If there’s a gap between your intent and their experience, clarify your intent and invite suggestions. Implement changes based on their input and follow up. Ask if the new approach feels better and more effective. If it does, great—validate and maintain that progress. If not, try another approach and continue to engage your team for guidance.Clarity and AccountabilityBe clear and specific about expectations, deliverables, and the reasoning behind your direction. Explain the “why”:If customer satisfaction is low, share that transparently and explain how the team’s work affects outcomes.If the team is underperforming and facing risk (within HR boundaries), be honest about what’s on the line.Don’t assume your team knows your motivations. Adaptive leadership requires that you clearly connect organizational goals to team responsibilities. It’s about influencing positive results through connection, clarity, and accountability.Flexibility Over RigidityDon’t cling to a single leadership style just because it defines you. Adaptive leadership means having the agility to shift your style depending on what the moment, task, or team requires. Your ability to assess situations and meet people where they are is crucial to moving them forward.Leadership is not static. It requires flexibility and responsiveness to keep teams performing, engaged, and moving toward excellence. You can’t afford to lead a team that’s stuck and unable to reach its full potential—or meet the standard your organization demands.📊 Key Statistics Supporting Adaptive LeadershipEnhanced Employee Engagement Organizations that implement adaptive leadership practices have observed a 70% increase in employee engagement, along with a 41% reduction in absenteeism and a 24% decrease in turnover.Impact on Leadership Effectiveness Leaders proficient in adaptability rank in the 90th percentile for overall leadership effectiveness, whereas those lacking adaptability fall into the 16th percentile.Current State of Employee Engagement As of 2024, only 32% of U.S. employees are fully engaged at work, marking a modest increase from previous lows but still below the 2020 peak of 36%.Global Engagement Trends Globally, employee engagement remains low, with only 21% of employees engaged in their work, highlighting a significant opportunity for improvement through adaptive leadership.Adaptive Leadership in Crisis Research indicates that organizations practicing adaptive leadership experience a 50% improvement in employee engagement scores, especially during times of crisis.🔗 ReferencesGallup: U.S. Employee Engagement Inches Up Slightly After 11-Year LowVorecol: How Adaptive Leadership Styles Influence Employee PerformanceZenger Folkman: Adaptive Leadership – 6 Ways to Thrive in an Era of ChangeCulture Amp: The Great Regression – Employee Engagement in 2024Psico-Smart: How Can Adaptive Leadership Enhance Team Performance in Times of Crisis The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.