This deep-dive outlines the CORVETT framework, a tool designed to help leaders make informed and fair decisions regarding struggling employees. Developed by an instructor at Stanford Graduate School of Business, CORVETT provides a structured set of questions to evaluate an employee’s potential for improvement through coaching versus the necessity of termination. The framework emphasizes the importance of clear expectations, employee accountability, value alignment, and timely decision-making. It also highlights the benefits of using CORVETT for self-reflection by individual contributors. The central theme is that by using this structured approach, leaders can move beyond emotional reactions or procrastination and make confident decisions that benefit both the individual and the organization.

Breakdown of the CORVETT Framework: The document details each element of the CORVETT acronym, providing specific questions for leaders to consider:

• C – Contrition: Does the employee recognize the problem and demonstrate a willingness to change? Key Idea: Acknowledgment of the issue is foundational for successful coaching. “People who don’t acknowledge an issue are unlikely to commit to improvement. Without this foundation, coaching simply won’t work.”
• O – Ownership: Does the employee take responsibility for their performance and development path? Key Idea: Even with support, the employee must feel a sense of accountability for their improvement.
• R – Repetition: Has the issue been addressed before, or is there a pattern of repeated mistakes? Key Idea: Persistent patterns may indicate deeper challenges.
• V – Values: Are the employee’s core values aligned with the team and company values? Key Idea: Values are deeply ingrained, and misalignment can signal an unsustainable partnership.
• E – Expectations: Were clear and measurable expectations set by the leader? Were the necessary tools and support provided? Key Idea: Leaders must first ensure they have fulfilled their responsibilities in setting the employee up for success. “Setting crystal-clear expectations is critical, and if you haven’t done this yet, it’s time to reset.”
• T – Talents: Does the current role align with the employee’s natural strengths and talents? Key Idea: Misfit can be a performance issue, and reassignment to a more suitable role might be a solution.
• T – Timing: Is immediate action required, or is there time for coaching and improvement? Key Idea: Urgency of the situation impacts the feasibility of a coaching approach.

Value of CORVETT for Self-Reflection: The framework is not solely for managers; individual contributors can also use it to assess their own performance and alignment. By asking themselves questions like “Am I taking ownership of my development?” and “Have I sought clarity on expectations from my manager?”, employees can proactively identify areas for improvement.