Uncertainty does not just slow teams down. It disconnects them from the work. The engineering leader's job during a pivot is not to pretend everything is fine. It is to create enough clarity that people can keep building while the bigger picture comes into focus.
Most engineering leaders know when someone on their team is underperforming. They also know they should do something about it. The gap between knowing and doing is where teams quietly fall apart. A structured approach makes the conversation easier to start, fairer for the engineer, and better for everyone regardless of outcome.
It is almost never just about the money. The engineers you most want to keep are leaving because of how they are managed, not how they are paid. The good news is that the three practices that make the biggest difference cost nothing. They just require consistency, honesty, and a willingness to treat growth as seriously as delivery.