Before You Fire Them, Do This
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It should never come as a surprise when you fire somebody.
Firing should be a last resort after having clear conversations and attempts to coach them into greatness. By the time it actually happens, they should already know what’s coming and why.
You cannot keep poor-performing and toxic-attitude people inside a team and have it be successful, period. You need to take action around this as a leader, like I mentioned in our first week of covering this topic: Firing People: The #1 Question to Ask.
“Whether somebody is a poor performer or simply has a bad attitude, it’s important that you approach the situation from a place of support and coaching.”
Whether somebody is a poor performer or simply has a bad attitude, it’s important that you approach the situation from a place of support and coaching. Always try everything you can to help them be successful before you let them go.
These types of conversations are one of the hardest parts of being a leader, no question. Having to address poor performance or behavior issues is not fun and it takes courage and skill to do it right.
In order for these conversations to be effective, the way that you approach and navigate them is critical. Let’s dive in.
(This general outline I’m using of how to navigate conversations like these is mostly taken from “Fierce Conversations” by Susan Scott. I plug and link to at the end of this article. Get it, read it, it’s life-changing).
Be clear, concise, and supportive
To have these conversations, it’s important to be very direct. Be clear and concise, don’t beat around the bush. Step by step:
First, they need to know exactly what performance or behavior issue you’re talking about with crystal clarity.
Secondly, they need to understand the negative impact this behavior is having, or will have, if it continues, and why it’s important to correct. It also must be clear exactly what needs to change, what is expected of them, by when, and precisely what new or different behavior(s) you need to see from them.
“Be real with them and don’t elude to what you mean... “If this doesn’t change, your job is at stake.”
Lastly, they need to understand what is at stake if things don’t change or improve. If their job is at stake, say it. Be real with them and don’t elude to what you mean. Clear as day, leave no room for interpretation, “If this doesn’t change, your job is at stake.”
AND laying it all on the line isn’t even close to the end of the conversation. It’s also key for you as a leader to let them know that you want them to be successful and that you are there to support them in this process. Get input from them, ask them what they need from you to help them get to where they need to go.
“It is your job as a leader to help them course correct, and attempt to be successful before you consider termination.”
You must be firm and also come from a place of coaching and support and collaboration. Be a partner for them and help them to turn things around and succeed.
It is your job as a leader to help them course correct, and attempt to be awesome before you consider termination.
This approach is collaborative and relies on your ability as a leader to navigate challenging conversations like these and coach people to success. You cannot truly call yourself a great leader without the ability to do those things.
Disclaimer: Many odd and stupid things that humans do at work are clear-cut fireable offenses. Consult your HR partners and the laws regarding those things. I am talking about poor performance and behavior issues, not egregious events and mistakes. Just so we’re clear.
Difficult conversations will always exist
“The one thing I can guarantee about your life on earth as a human is that you will be faced with difficult conversations that need to be had with other humans in your life. ”
The one thing I can guarantee about your life on earth as a human is that you will be faced with difficult conversations that need to be had with other humans in your life.
The book I mentioned (and that I will continue to plug until the end of the universe) is “Fierce Conversations” by Susan Scott.
It’s a comprehensive, step-by-step guide to having important conversations with other humans in a way that turns things around in a supportive, collaborative, emotionally intelligent way.
We need to be awesome together, so at work and in life, be sure to exhaust all coaching and support opportunities before parting ways.
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This article was created by keynote speaker Galen Emanuele for the #shiftyestribe. Free leadership and team culture content centered on a new focus every month. Check out the rest of this month's content and subscribe to the Shift Yes Tribe at http://bit.ly/JointheSYT