Apply suggestions from code review

Co-authored-by: Jamie Strusz <5758031+allthedoll@users.noreply.github.com>

Author: ZJvandeWeg

src/handbook/peopleops/coaching-plans.md

@@ -4,11 +4,10 @@ navTitle: Coaching Plans
 
 # Coaching Plans
 
-A Coaching Plan is a tool for managers to aid in development of their team
+A Coaching Plan is a tool managers use to support a team member’s development.
+It helps them grow in their role through a structured plan, built and completed together with their manager’s mentorship.
 members, helping them grow in their role and improve their performance through a
-structured plan to be completed with the manager's mentorship. Coaching plans can
-be used both proactively for career development and when addressing performance
-concerns, always with a focus on growth, support, and clear expectations. 
+Coaching Plans can be used proactively for career development and role growth, and they can also be used to address performance concerns with support and clear expectations.
 
 ## Purpose and Philosophy
 
@@ -18,26 +17,26 @@ Coaching Plans are a positive, intentional investment. They are used to help tea
 
 ## When to Use a Coaching Plan
 
-A coaching plan should be initiated by a team member's manager when:
+A Coaching Plan may be initiated by a team member’s manager when:
 
-- A team member shows potential for growth
-- The growth area is specific and coachable
-- Performance issues need to be addressed with clear expectations and support
-- Minor performance areas need attention and structured improvement
-- A team member expresses interest in expanding their responsibilities or transitioning to a new role with additional responsibilities
-- The team member is to be prepared for future role progression
-- You observe behaviors or skills that could benefit from focused development
+- A team member shows potential for growth or expanded impact
+- The growth area is specific, observable, and coachable
+- Expectations need to be clarified and supported through structured development
+- One or more performance areas would benefit from focused improvement
+- A team member expresses interest in expanding responsibilities or transitioning to a role with additional scope
+- A team member is preparing for future role progression
+- A manager observes behaviors or skills that could benefit from intentional development
 
 ## Coaching Plan Characteristics
 
 FlowFuse's Coaching Plans are designed to be:
 
-- **Development-focused** - Centered on growth and improvement, whether proactive or addressing performance concerns
-- **Supportive** - Emphasize mentorship and guidance from managers
-- **Opportunity-based** - Address areas for improvement with a positive, forward-looking approach
-- **Growth-oriented** - Aimed at expanding capabilities and bringing performance to expected levels
-- **Collaborative** - Employee actively participates in goal-setting and development activities
-- **Clear and structured** - Defined expectations with documented goals and timelines
+- **Development-focused** — Centered on growth and learning, whether proactive or in response to changing expectations
+- **Supportive** — Emphasize mentorship, guidance, and partnership from managers
+- **Opportunity-based** — Frame areas for improvement as opportunities for growth and skill-building
+- **Growth-oriented** — Aimed at expanding capabilities and supporting team members in meeting and exceeding role expectations
+- **Collaborative** — Team members actively participate in goal-setting and development activities
+- **Clear and structured** — Shared expectations with documented goals, milestones, and review points
 
 ## Creating a Coaching Plan
 
@@ -75,7 +74,6 @@ While coaching plans are less formal than PIPs, it's important to:
 - Record achievements and milestones
 - Maintain confidentiality while sharing appropriate updates with HR and
   management
-  - Coaching plans are only shared with: the team member, manager, the managers'
-    manager, and HR
+  - Coaching Plans are only shared with the team member, their manager, the manager’s manager, and HR
 
 [smart]: https://www.atlassian.com/blog/productivity/how-to-write-smart-goals

src/handbook/peopleops/organization.md

@@ -99,31 +99,27 @@ All cases of underperformance must be documented by the manager through email to
 the CEO and CTO with the timespan of a potential plan created by the employee's
 manager.
 
-### Coaching Plan for Performance Issues
+### Coaching Plan for Performance Support
 
-After the plan formulated by the manager has not returned the employee to performance
-that is considered on par with the expectations of their role, the CEO and manager
-will create a formal [Coaching Plan](/handbook/peopleops/coaching-plans/) for the employee.
+When additional structure or support is needed to help a team member meet the
+expectations of their role, the manager may create a [Coaching Plan](/handbook/peopleops/coaching-plans/) in partnership
+with the employee.
 
-**A Coaching Plan is a genuine opportunity from FlowFuse to the employee to get where they need to be.**
-FlowFuse believes in supporting team members through structured development and clear expectations.
-A Coaching Plan is intended to set the bar for both the manager and employee and have transparency
-around expected performance, while providing the support and mentorship needed to succeed.
+**A Coaching Plan is a genuine investment by FlowFuse in supporting a team member’s success.**
+FlowFuse believes in supporting team members through structured development and clear expectations. 
+A Coaching Plan sets shared expectations for both the manager and team member, while providing the support, feedback, and mentorship needed to succeed.
 
-The Coaching Plan will outline the specific areas of underperformance, the specific steps
-the employee must take to improve, the support and resources provided, and the timeline
-for improvement. The employee will be required to sign the Coaching Plan and agree to its terms.
+The Coaching Plan will outline the areas for improvement, the actions to be taken, the support and resources provided, and the expected review timeline.
 
-If an employee has been on a Coaching Plan before for performance issues and for the same
-reasons enters this stage of the underperformance policy again, the CEO and manager can opt
-for not providing another Coaching Plan. This ensures that a Coaching Plan is a genuine
-opportunity for change.
+If an employee has previously completed a Coaching Plan for the same concerns and re-enters
+this stage, the company may determine that a different approach is appropriate.
+This helps ensure Coaching Plans remain a meaningful tool for growth.
 
 ### Termination
 
-If an employee's performance does not improve, or if they violate the terms of
-their Coaching Plan, they may be terminated. Termination will be based on a documented
-pattern of underperformance or unacceptable behavior.
+If performance does not improve despite sustained coaching and support, or if serious
+policy violations occur, termination may be considered.
+Termination will be based on a documented pattern of underperformance or unacceptable behavior.
 
 ## CEO underperformance
 

src/handbook/peopleops/performance-review.md

@@ -13,7 +13,7 @@ employee can still grow. This text is shared with each individual employee.
 While this performance review is written down, each manager should be communicating
 feedback regularly to minimize the chance for surprises during the written review.
 
-The performance review process will be skipped in the following circumstances; new employees who have been with the company for less than 6 months at the time of the review cycle, employees who have been on extended leave, employees who are currently on a [Coaching Plan](/handbook/peopleops/coaching-plans/) for performance issues,
+The performance review process will be skipped in the following circumstances: new employees who have been with the company for fewer than 6 months at the time of the review cycle, employees who have been on extended leave, and employees who are currently engaged in a  [Coaching Plan](/handbook/peopleops/coaching-plans/) where focused development work is already underway.
 or employees who are in the middle of role transitions or organizational changes that would make a standard review inappropriate. In cases where the formal review is skipped, managers should still provide informal feedback and check-ins to ensure ongoing communication and support.
 
 ## Structure