Comment by flashgordon

Clarifying - If the employee is not coachable why spend years? I know you mentioned the "admitting failure" aspect of letting go (this probably makes me a sociopath to even ask this).

Now coachability could mean different things - Are they absolutely unreceptive to feedback? Were they actually hired in the wrong role? fantastic interviewers but terrible on the job, mislevelled, completely wrong area, passion etc? Record of toxicity?

Arent these (except may be the mislevelled bit) grounds for a PIP to begin with. Ive felt these situations were easier to manage in FAANG?MAANGO etc precisely due to the highly process driven cultures. Also i think the "emotion" of it goes away because hiring is extremely generalized and pipelined (best case you see a candidate's interview feedback if you are the HM and usually you only do that if you are happy with the "numeric rating"). Generalized hiring has its own problems but that's another story. Again this may be different at various companies so just trying to job my memory.

Btw I loved this:

> I have, too, but this is the bias I was talking about: We like reading and writing about the situations where managers were able to convert a low performer to a star performer. Similarly, when a high performer becomes a low performer we like reading about how management was at fault.

Often managers are demonized without recognizing that managers themselves are part of the machine that is the company and the culture (and I feel this actually has become so by design).