Tales from the Factory Floor: When Leadership Breaks Trust
Welcome to another instalment of Horrible Bosses, where JVM Consultancy explores the dark side of leadership—and how it can be transformed into a better, healthier workplace experience. Today’s story follows a chemical operator who faced poor communication, exclusion, and an overwhelming performance improvement plan (PIP) that shattered trust and confidence.
Episode 2: The PIP Trap 🛠️
Imagine this: You’ve been in a manufacturing role for six months. The training wasn’t thorough, but you’ve been doing the job to the best of your ability. No one has raised any concerns, and you assume things are going well. Then, without warning, your manager informs you that your probation is being extended. Why? Apparently, you’re not meeting expectations—and here’s a PIP with over 30 tasks you’ve been completing daily for months.
The kicker? None of these concerns were communicated earlier. There were no warnings, no conversations, and no feedback along the way. The PIP wasn’t presented as an opportunity to improve but as a school-like “report card,” filled with tick-box items that felt overwhelming.
What made it worse was the delivery. Instead of offering support or constructive advice, the manager’s tone felt dismissive and authoritarian. It felt like they were more focused on “calling out” failures than building a pathway to success.
The Impact of Poor Leadership
This situation created a heavy sense of pressure. On top of the unexpected PIP, there was a noticeable culture of exclusion. Team members often finished early after handovers or took leisurely breaks, but this operator was required to wait until the exact clock-out time and rush back from breaks. These double standards highlighted a lack of fairness and only deepened feelings of isolation.
The stress and feelings of being undervalued didn’t just stay at work. They began to affect life outside of the job, eroding confidence and creating ongoing anxiety. Caring deeply about the role only added to the pressure—it was clear that the manager’s actions were causing more harm than good.
Attempts to address the situation with HR also hit a dead end due to the operator working through an agency. The system wasn’t designed to resolve the issue effectively, leaving them feeling trapped and unsupported.
JVM Consultancy’s Take: How We’d Flip the Script 🛠️
Here’s how we would approach this situation to foster trust, growth, and inclusion:
1. Feedback and Check-Ins Should Be Regular, Not Reactive
Feedback shouldn’t come out of the blue. Regular one-on-one check-ins, even informal ones, help managers provide timely, actionable insights. This allows employees to adjust and grow before small issues escalate into big problems.
2. Transparent Performance Management
A performance improvement plan shouldn’t feel like a punishment. If improvement is needed, managers should discuss it early, set clear goals, and provide the tools and support to meet those goals. The goal should always be to empower the employee, not overwhelm them.
3. Fairness and Consistency Build Trust
Leaders set the tone for inclusion. Policies and practices—like handover and break rules—must be applied consistently across the team. Favouritism or double standards can erode trust and create unnecessary division.
4. Managers as Coaches, Not Critics
A good manager provides guidance, encouragement, and accountability. Instead of being dismissive or condescending, a strong leader recognizes potential and invests time in nurturing it. Coaching employees builds confidence and fosters loyalty, even during challenging times.
5. Clear and Accessible Escalation Paths
When issues arise, employees must have a reliable way to raise concerns. Whether they’re hired directly or through an agency, every team member deserves to feel heard and supported.
The Ripple Effects of Poor Leadership
This story highlights the significant impact poor leadership can have—not only on an employee’s performance but also on their overall well-being and trust in the workplace. It’s a reminder that effective leadership isn’t about authority or ticking boxes; it’s about fostering growth, fairness, and collaboration.
At JVM Consultancy, we specialise in helping organisations create cultures of trust, inclusion, and growth. By training leaders to prioritise open communication, fairness, and accountability, we ensure that performance improvement is a shared journey—not a one-sided demand.
Because when leaders show up for their teams, success follows—for everyone.