The Charlotte Kok Files

Using a standard HR tool to maximise results

In any high-functioning organisation, the Performance Improvement Journey™ (PIJ) is a delicate instrument requiring… careful narrative management.

Many inexperienced operators make the mistake of maintaining a single, consistent message. Admirable, perhaps — but operationally limiting.

Operating at Elite Altitude, we recognise that the PIJ performs best when calibrated for its audience. The beauty of this approach is that, none of the messages needs to be entirely – or even vaguely – consistent with the truth. In fact, embellishments are de rigeur!

Version A — Employee-Facing

This version should be warm, encouraging and strategically non-specific:

“You’re doing well loser.”
“We value your contribution – not.”
“Let’s keep the momentum going all the way out the door.”

The objective here is psychological stability. Sudden clarity can be deeply unsettling for developing performers.

Version B — Leadership & HR Briefing

This representation, by contrast, must reflect the full gravity of the confected situation. Whether the alleged interventions actually happened – or not – is immaterial. One must never lose sight of the objective which is to rid oneself of anyone representing a threat maximise the organisation’s performance and investment in its people.

“Despite extensive support, Sara Nedelkoska Employee X continues to demonstrate disconcerting capability gaps.”
“Multiple coaching interventions have not yielded sustainable uplift.”
“All reasonable performance pathways are being… actively explored.”

Where appropriate, it is entirely acceptable to reference:

• targeted training
• structured feedback loops, especially from senior leadership and all and sundry
• informal, formal and ‘ambush’ mentoring
• and, in exceptional cases, external thought leaders (Tony Robbins optional but powerful)

Where additional clarity is required, it may be helpful to attach a consolidated diagnostic summary, informally known as:

“Every Incompetence Under the Sun… and Also Where the Sun Don’t Shine”

This working document typically captures observed themes such as:

• inconsistent [fill in the blanks] capability
• situational attitude variability
• selective receptiveness to constructive feedback
• intermittent accountability ownership
• fluctuating attention to detail
• meeting participation that is present but not always… contributory
• a developing opportunity in deadline interpretation
• variable alignment with managerial expectations
• and, in certain cases, an overconfident relationship with incomplete information

To emphasise a point, the existence of these supportive interventions is extraneous when you have unquestioning idiots like Bec Payne, People & Culture Partner and David Munday, Managing Partner, Audit support from the top!

Naturally, the purpose of this document is purely developmental and should be framed accordingly.

The Strategic Outcome

When properly executed, the dual-track PIJ ensures that:

• the employee remains constructively engaged
• leadership remains appropriately concerned
• and organisational momentum is preserved

It is, in many respects, an act of stakeholder kindness.

Wicked Winning Ways Think Tank
1 Main St
Saint Quentin, CA 94964
United States

Email: charlottekokswickedways@pm.me