A Lesson in the Importance of Transparent Leadership
Pros
While my experience included challenges related to communication, recognition, and leadership support, I also gained valuable experience working with talented professionals, supporting complex projects, and developing skills that have strengthened my career. The organization has many strong foundations, including experienced teams, meaningful project work, and high standards. Addressing communication gaps, improving employee support, and recognizing contributions across all roles would significantly improve the employee experience.
Cons
1. Communication: - Expectations for performance were not clearly defined. - Feedback was infrequent or inconsistent. - Concerns were not addressed as they arose. - It was difficult to understand priorities because guidance changed or was unclear. 2. Performance Management: - Lack of regular coaching before formal corrective action. - Performance expectations were subjective rather than measurable. - Success criteria were not clearly defined. - Progress toward improvement was not consistently reviewed. 3. Leadership Support: - Limited manager availability for questions or mentoring. - Requests for clarification were not always answered. - Inconsistent support between different leaders. - Decisions affecting employees were not always explained. 4. Transparency: - Decisions regarding performance lacked sufficient explanation. - Limited communication about next steps. - Delays in providing updates after meetings. 5. Employee Development: - Limited opportunities for mentorship. - Professional development discussions did not consistently translate into career growth. - Feedback was more reactive than developmental. 6. Workplace Culture: - Employees were hesitant to raise concern and if have, concerns were not addressed by Senior Leadership. - Communication between departments were inconsistent. - Recognition for contributions was limited. - Processes varied significantly between teams - I often felt that my contributions were not fully recognized or valued by senior leadership. - Administrative and project support roles did not always receive the same level of respect or recognition as technical roles. - The contributions of project support staff were sometimes overlooked despite being essential to project success. - Recognition for the work performed behind the scenes was limited, particularly from senior leadership. 7. Workload: - Balancing multiple projects with competing priorities. - Changing priorities without adequate planning. - Limited resources during busy periods. 8. Career Growth: - Advancement expectations were very unclear. - Limited visibility into promotion criteria. 9. PIP Process: - Little or no documented coaching before the PIP. - Limited guidance after the PIP was issued. - Follow-up meetings focused on status rather than actionable development. - Uncertainty about how improvement would ultimately be evaluated. ***Receiving the Performance Improvement Plan was unexpected and left me feeling blindsided. Prior to the PIP, I was not made aware of significant performance concerns, nor was I provided clear feedback, coaching, or an opportunity to address issues before formal action was taken. The process felt unprofessional and lacked the communication, transparency, and support expected from leadership. Rather than feeling supported through a development plan, I felt isolated while navigating unclear expectations without adequate guidance from management or HR. This experience significantly impacted my trust and confidence in leadership. A PIP should provide an opportunity for improvement, but my experience felt more like a disciplinary action without the support and partnership necessary to make it a fair and productive process. The PIP process was one of the most challenging aspects of my experience. A Performance Improvement Plan should be a structured opportunity for growth; however, my experience felt more like a disciplinary action than a development process. Clear expectations, measurable goals, consistent feedback, and meaningful guidance are critical for an employee to improve. Without those elements, the process can leave employees feeling unsupported and set up for failure rather than empowered to succeed. A major concern was feeling undervalued by portions of senior leadership. The contributions of project administrators and support professionals are essential to successful project delivery, yet those contributions often felt overlooked or minimized. It was frustrating to see significant effort put into organizing projects, managing documentation, coordinating teams, supporting financial processes, and helping project teams succeed without receiving the same level of recognition or respect afforded to other roles. A successful project requires every team member—not just those in technical or leadership positions. Creating a culture where certain roles are perceived as less valuable damages morale and reduces employee engagement. Leadership has a responsibility to foster an environment where employees receive the guidance, communication, and support needed to succeed. In my experience, the process did not reflect those principles and instead left me feeling that it was driven by factors other than helping employees improve and succeed. Many of the cons I now associate with my experience were only recognized in hindsight after receiving the Performance Improvement Plan. What initially seemed like isolated situations became part of a broader pattern of inconsistent communication, limited transparency, and inadequate leadership support, ultimately changing my perception of the firm's culture and commitment to employee development.
