Hi Leigh,
First it's nice to "meet" you. We've not had a chance to interact here in LC.

Your examples are perfect.  They hit upon the excuses we hear when we work with clients on the topic of performance management. I hope that readers share this with their clients to be used in conversations related to overcoming reluctance to discuss poor behavior.

Performance management isn't about making people wrong.  It's about helping them see and know how their behavior interferes with the depths of success - personally, team-wise, and organizationally.

Also, what's key here is that managers and team mates recognize the long term effect of not coaching a person for disruptive or poor behavior. If not addressed it slowly chips away at a team's performance. At the individual level it robs the person of their effectiveness and credibility - no matter who they are and what they do.

Good post.  I look forward to Part 3.

Shawn