How to Fire Bad Employees
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Getting rid of bad apples.
This week, I’m tackling one of the toughest topics in leadership: how to fire bad employees. An often requested topic so you asked for it, and here it is. This one's a doozy, but it's a critical skill for any leader. Whether you're new to leadership or have years of experience, this guide will help you navigate one of the most challenging aspects of managing a team.
Every leader at some point encounters employees who are not accountable, toxic, or underperforming. Knowing how to handle these situations is crucial. Firing someone is never easy, but it’s sometimes necessary for the health of the team and organization.
“Firing someone is never easy, but it’s sometimes necessary for the health of the team and organization.”
Before we dive in, a quick disclaimer that I’m sharing my thoughts, approach, and experiences here. There are tons of excellent resources out there — Google, YouTube, blogs — that can offer additional guidance and information. Do research and level yourself up with information.
Here’s my take on handling this tough situation:
#1: Have the courage to tell the truth.
One of the biggest hurdles in dealing with underperforming employees is having the courage to tell them the truth. Many leaders avoid these conversations because they’re uncomfortable. However, it’s absolutely key to be honest and direct about the details and context of the issues, and the potential consequences.
If someone is in danger of losing their job due to their behavior or performance, they need to know that. Even though it’s difficult to do, being honest and conveying the stakes of the situation is helpful for them. It’s also kind because it gives them an opportunity to turn things around.
#2: Coaching.
The first step is not to fire someone but to coach them. Sit down with the employee and have an honest conversation about their behavior or performance. Clearly outline what you’re seeing from them, the impact that it has, and then exactly what needs to change and how. Be crystal clear with them.
For example, saying, “This is what I’m seeing from you, and the pattern of behavior I’m observing. Here is the impact of that. It needs to change, and this is exactly what I need to see from you instead. If this doesn’t change, your job will be at risk.”
“Do everything within reason in your power to support them and have them avoid losing their job.”
Even if the consequences are severe, approach the conversation from a place of care, support, and an investment in their success. As a leader, it’s important to come from a place of genuinely wanting them to turn things around. Do everything within reason in your power to support them and have them avoid losing their job.
Let them know you don’t want that to be the outcome — and mean it. The ball is fully in their court to take ownership and responsibility, and turn things around, but they have a much higher chance of success if they know that you’re on their side.
#3: Be clear and direct.
Ensure there is no room for misunderstanding. Be specific about what needs to change and set a clear timeline for improvement. Clarity is paramount.
Also, document these conversations thoroughly—note the time, date, and details discussed. Follow up with an email recap to both the employee and HR to ensure everyone is on the same page.
#4: Document everything.
Documenting everything is crucial. This step protects you legally and ensures there is a clear record of all discussions and expectations. It also prevents coming back together in a week or two and having any “:I thought you meant this” misunderstandings later on. Be detailed and precise in your documentation.
#5: Be willing to let them go.
If the person fails to meet the outlined expectations and turn things around, you must follow through with letting them go. It should never come as a surprise to the employee that they are losing their job this way. By the time you reach this point, if you have been crystal clear, they are already fully aware that their job was on the line.
“... many companies have one or more employees working for them who are way past their expiration date of joy.”
A reality of these situations is that many companies have one or more employees working for them who are way past their expiration date of joy. Often, they are miserable and also actively making others miserable or dreading to come to work to be around them. Toxic employees create a negative work environment that affects everyone around them.
Once that employee is let go, the rest of the team often breathes a huge sigh of relief, wondering why it took so long for the company to act. Removing bad apples can create a huge, sudden boost in morale and productivity.
Final Thoughts
As a leader, these conversations and decisions are almost certainly the hardest you’ll face. You must have the courage to address behavior and performance issues directly, coach those employees with clarity and compassion, and when necessary, make the tough call to let someone go. It’s not about being cruel or wielding authority and power over people; it’s about maintaining a healthy, productive team and workplace culture.
Related Articles:
Leadership & Accountability: What You Allow, You Endorse
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This article was created by Galen Emanuele for the #culturedrop. Free leadership and team culture content in less than 5 minutes a week. Check out the rest of this month's content and subscribe to the Culture Drop at https://bit.ly/culturedrop
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