Directed output-based management approach for underperforming engineers

Situation

Directed Chris Wolford to shift from activity-based to output-based management for engineers Kyle, Thomas, and Cole. Set ambitious goals (2x output), measure only results, give underperformers a short window (2 weeks) to meet targets, and replace them if they miss. Guaranteed headcount back for every open chair for the next 6 months.

Reasoning

Passive engineers who wait for direction after completing tasks are a drag on team velocity - need people who proactively find work. Prescriptive management caps improvement at incremental gains; output-based management enables step-function improvements. The headcount guarantee removes Chris fear of losing capacity - he can make tough calls knowing he will get the seat back. A 2-week window is long enough to be fair but short enough to not let underperformance drag.

Additional Context

H1 goals require high velocity team. Chris identified Kyle, Thomas, and Cole as passive - completing tasks but not proactively seeking new work. Initial plan was to assign them 3-month epics to test initiative, but Peter directed a more aggressive output-based approach.

Observed Evidence

From Fathom meeting: Chris identified Kyle, Thomas, and Cole as passive after completing tasks. Peter directed: build high-performing team capable of 2x output, manage by output not activity, set ambitious targets, measure only results, give 2-week window then replace if missed. Guaranteed headcount replacement for 6 months.

Matching Patterns

Confidence Breakdown

Reasoning Depth Analysis