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In many corporate settings, the term coaching is often misused and possibly abused in some instances…especially in the context of Performance Improvement Plans (PIPs). When an employee is placed on a PIP, it's frequently perceived as a last-ditch effort before termination. One of the components of a typical PIP is what’s often labeled as “remedial coaching.” But let’s be clear: this is not coaching in its true sense.
We’ve all heard stories of employees being put on PIPs due to underperformance. The process usually involves setting rigid targets, assigning resources, and providing support. Managers often dictate what needs to be done, how it should be done, and what success looks like. While this may resemble guidance or training, it lacks the essence of coaching.
True coaching is not about fixing someone. It’s about enabling growth, fostering self-awareness, and helping individuals move toward their aspirations. It’s a client-driven process, where the client sets the agenda, defines success, and explores their own path forward. Coaching is future-focused, not backward-looking.
In contrast, remedial coaching within a PIP is often manager-driven, with goals imposed externally. The employee is told what to improve, how to behave, and what outcomes are expected. This undermines the foundational principle of coaching: ownership by the client.
** Why Remedial Coaching Fails:
When coaching is used as a corrective tool rather than a developmental one, it loses its power. The individual doesn’t own the goal as they’re reacting to someone else’s expectations. This creates resistance, disengagement, and often leads to failure.
In fact, data supports this skepticism. A poll conducted by the workplace community Blind revealed that only 41% of employees placed on a PIP successfully pass and remain in their roles. While this is higher than many expect, it still means that nearly 60% do not survive the process. Other sources suggest that PIPs are often used as a formal step toward termination rather than genuine improvement.
** Let’s Call It What It Is:
If the manager sets the goals, defines success, and drives the agenda, it’s not coaching—it’s performance management or guided support. While these can be valuable, conflating them with coaching dilutes the transformative potential of real coaching.
Coaching should be reserved for moments of growth, transition, and aspiration and not punishment or remediation. It’s time we reclaim the term and use it with integrity.
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