When Should You Stop Coaching and Start Taking Disciplinary Action?

Mary, the HR Manager of a growing manufacturing company in Nairobi, stared at the attendance report with frustration.

One employee had arrived late nine times in two months.

His supervisor had spoken to him repeatedly.

The HR team had held coaching sessions.

Promises had been made.

For a week or two, things improved.

Then everything went back to normal.

During the weekly management meeting, the Operations Manager finally lost his patience.

“Why are we still talking about this? We’ve coached him enough. Let’s issue a warning letter.”

The supervisor disagreed.

“He’s a good employee. Maybe he just needs one more chance.”

The room went quiet.

The question wasn’t just about one employee anymore.

It was a question many Kenyan employers struggle with every day:

When do you stop coaching and start taking disciplinary action?

A Situation Playing Out in Many Kenyan Workplaces

Across many organizations today, managers are facing similar frustrations.

An employee consistently misses deadlines. A customer service officer keeps receiving complaints. A supervisor repeatedly ignores procedures. A salesperson never submits reports on time.

Each time the issue arises, management responds with another conversation.

Another reminder. Another promise to improve.

Months pass. Nothing changes.

Meanwhile, high-performing employees begin asking themselves an uncomfortable question:

“If poor performance has no consequences, why am I working so hard?”

One of the biggest mistakes organizations make is confusing coaching with avoiding difficult conversations.

Coaching Works But Only When the Employee Is Willing

Mary believed in developing people.

Whenever performance issues arose, her first instinct was always to coach rather than punish.

And in many situations, that approach worked.

Some employees lacked confidence.

Others needed clearer expectations.

Some had never received proper training.

Once they received guidance, their performance improved significantly.

That is exactly what coaching is designed to do.

It helps employees who are willing but struggling.

But over time, Mary noticed something important.

Not every performance problem is a coaching problem.

The Difference Between “Can’t Do” and “Won’t Do”

As HR reviewed several disciplinary cases, a pattern emerged.

Some employees genuinely didn’t know how to perform a task.

Others knew exactly what was expected.

They simply chose not to do it.

That distinction changed how managers approached performance management.

If an employee lacks knowledge or skills, coaching and training are usually the right solution.

But if an employee understands the expectations, has the resources, and has received repeated coaching, yet continues to ignore standards, the issue shifts from capability to accountability.

And accountability requires a different response.

Discovery 1: Many Managers Delay Discipline Because They Fear Conflict

When HR interviewed supervisors, another issue emerged.

Many admitted they disliked difficult conversations.

Some worried employees would accuse them of being unfair.

Others feared disciplinary action would lead to resignations or legal disputes.

So they kept coaching long after it had stopped being effective.

In reality, avoiding accountability rarely solves performance problems.

It usually prolongs them.

Discovery 2: Discipline Should Never Be a Surprise

One of the biggest misconceptions Mary encountered was that disciplinary action should come out of nowhere.

It shouldn’t.

If managed properly, employees should clearly understand:

• What is expected of them.
• Where they are falling short.
• What support has been provided.
• What improvement is required.
• What the consequences will be if improvement does not occur.

When those conversations happen consistently, disciplinary action becomes the final step in a fair process not an emotional reaction.

Discovery 3: Documentation Protects Both the Employer and the Employee

Another lesson the company learned was the importance of documentation.

Too often, managers relied on informal conversations.

Nothing was recorded.

No improvement plans were documented.

No follow-up meetings were scheduled.

Then, when disciplinary action became necessary, there was little evidence showing the organization had acted fairly.

Good performance management is not just about correcting employees.

It is about creating a clear record that demonstrates consistency, fairness, and compliance with employment law.

What Mary Changed

Instead of choosing between coaching and discipline, the organization introduced a structured performance management process.

Managers were trained to identify whether an issue was caused by:

• Lack of skill.
• Lack of clarity.
• Lack of resources.
• Lack of motivation.
• Or deliberate misconduct.

Employees received coaching where development was needed.

Performance Improvement Plans (PIPs) were introduced for employees who required structured support.

Where repeated non-performance or misconduct continued despite reasonable intervention, disciplinary procedures were applied fairly and consistently.

Managers also learned how to have difficult conversations early instead of allowing problems to continue for months.

Within a year, accountability improved across the organization.

Managers became more confident.

Employees understood expectations more clearly.

And performance discussions became less emotional because everyone understood the process.

Build Managers Who Can Manage Performance Confidently

Many performance issues are not caused by difficult employees.

They are caused by managers who have never been trained on how to manage performance, coach employees effectively, document concerns, or conduct fair disciplinary processes.

Our Leadership & Management Training equips supervisors and managers with practical skills in coaching, accountability, performance management, difficult conversations, and employee engagement.

We also support organizations through HR Consulting, helping businesses strengthen performance management systems, disciplinary procedures, and HR policies that are both legally compliant and practical.