Most executives think a Performance Improvement Plan (PIP) is a lifeline. It’s actually a tombstone.
They believe if they just work harder, hit the impossible metrics, and play nice, they can turn the ship around.
But here’s the cold reality: A PIP isn't designed for your improvement. It’s a paper trail designed for your termination. It’s a paid interview period—and the clock is ticking.
Why this matters
There is a dangerous gap between what corporate policy says (HR is here to help) and how the game is actually played (HR protects the company). When you are being managed out, your natural instinct is to defend your performance or seek mediation.
That instinct is wrong. By the time you spot the signs—nitpicking, the "cold shoulder," or a sudden shift in responsibilities—the decision has likely already been made. If you treat a PIP as a genuine coaching moment, you lose your leverage.
If you don't know how to document the "buckets of wrongdoing" and build a counter-narrative, you walk away with damaged confidence and the bare minimum severance. But if you know the playbook, you can turn a forced exit into a negotiated victory.
In this episode, we unpack:
Why the "Performance Improvement Plan" is almost never about performance.
The exact signs that you are being managed out (and why a new manager is the #1 red flag).
Why HR is not your friend—and why going to them too early destroys your leverage.
The "Buckets of Wrongdoing" framework: How to document toxic behavior to build your case.
The "At-Will" employment trap: Why it’s a one-way street that benefits the employer.
How to negotiate a severance package even when they try to offer you nothing.
The mental toll of gaslighting and why validation is the first step to recovery.
A real transformation
A professional facing a "Me Too" situation involving a CEO, dating back 20 years. She was wrongly terminated and then gaslit for seven months. Her family and friends told her she was crazy, urged her to drop it, and warned she was damaging her reputation. She felt isolated and powerless.
She partnered with Dan Goodman to stop playing the victim and start building a case. They refused to accept the silence. They documented the timeline, identified the inconsistencies, and presented a "scathing, reputationally damaging" narrative back to the employer.
After months of being ignored, she received a $50,000 offer out of the blue. But more importantly, the gaslighting stopped. The employer acknowledged the liability through their wallet. She moved from feeling "crazy" to being fully vindicated—and the negotiation is still ongoing.
Timestamps
(0:00) — Intro
(2:16) — Why you should never go to HR expecting a solution
(5:20) — The PIP reality: It’s a paid interview period
(8:35) — How to spot when you are being managed out (The "New Leader" Red Flag)
(10:24) — The financial motivation behind making you quit
(14:40) — How to leverage "Buckets of Wrongdoing" for severance
(19:00) — Preparing for the worst: What documents you need to gather now
(24:00) — Using HR vs. Being played by HR
(29:40) — The "At-Will" employment scam and why it’s one-sided
(36:30) — The mental health cost of carrying workplace trauma
The takeaway
Blind loyalty is a career liability.
If you are put on a PIP, the company has already broken up with you; they just haven't moved their stuff out yet.
Don't internalize the gaslighting. Document the dysfunction.
Turn their desire to get rid of you into your capital to walk away paid.
About Dan Goodman
Dan Goodman is the founder of Evaluationz and a fierce advocate for employees facing toxic workplaces, unjust PIPs, and termination. He helps professionals interpret the "game" of corporate employment, document wrongdoing, and negotiate severance packages that respect their dignity and tenure.
Connect with Dan
LinkedIn: https://www.linkedin.com/in/daniel-goodman2001/
Website: https://www.evaluationz.com/
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