Michael
Feb 27, 2026 - Mar 5, 2026
2
Decisions
0
Active Todos
3
Patterns
Categories
Decisions (2)
Michael — Create-a-Hole Performance Framework
Coached Justin that the goal with Michael's performance management is to create a 'hole' for a high performer (like Ben), NOT to raise Michael to 'barely acceptable.' Framed 'barely acceptable' as worse than low performance — a barely-acceptable employee is hard to remove, creating permanent drag. Told Justin to leverage startup advantage (no HR handcuffs) to set higher bar, and shift mindset from 'fair for Michael' to 'fair for the team.'
Coached Justin on Michael performance management with net-good framework
In Justin 1:1, directed Justin to deliver direct performance feedback to Michael next week with Andrew-level success metrics. Framed PIP as high-bar exercise to confirm exit decision. Differentiated Michael (low performer, manage out) from Brady (high potential, wrong role, coach/move). Used weeding the garden and Expedition 33 metaphors to help Justin reconcile empathy with accountability.
Related Patterns (3)
Proactive Talent Pipeline Investment
Invest in building leadership bench and talent relationships before there is an urgent need. Use proven relationships from past experience to create optionality.
Accountability Follow-Through
When you issue a warning or mandate with stated consequences, you follow through. Warnings are not threats - they are commitments. The credibility of future accountability depends on following through now.
Three-Lever Talent Management
When pursuing a velocity or performance mandate, simultaneously operate on all three talent levers — upgrade (hire better), retain (protect key people), and exit (remove blockers) — rather than sequentially. This creates compounding momentum: exits free capacity for upgrades, retention preserves institutional knowledge during transitions, and upgrades raise the performance bar that justifies further exits.