firing employees

culled from:redpointcoaching.wordpress.com

As an executive coach and leader of multiple CEO peer groups, I have a front row seat to many of the situations with which leaders struggle.  The scenario that seems the hardest, even for seasoned and bold decision-makers, is this: They have a direct report with performance problems. Typically, it’s someone who the leader personally hired, initially with great expectations.

This person came with strong experience and abilities. Somewhere along the line, however, things got off track. Usually the problem is not the report’s technical or operational job competencies but rather their ability to communicate and get along with the team. And sometimes this “somewhere along the line” was a while ago.

In the meantime, the leader has expended huge amounts of time and energy around this situation.  The organization has also suffered due to missed opportunities and the drama created by this employee. Worst of all, there is no clear plan or timeline in place on how to turn things around. Terminating anyone is a traumatic event for all, not to be taken lightly or rashly.  However, unless you can answer the question: “Have I done everything I can to set this person up for success?” with a strong affirmative YES!, you owe it to yourself, your organization, and your employee to give it another try.  When doing so, consider the following:

Step 1: Are there structural issues in place that prevent this person from succeeding?  According to The Waterline Model , research shows that over 80% of what we think of as “people problems” are actually problems relating to flawed structures or processes. Unless you fix the flaws in the structures or processes, you can fire an individual but the same problems will likely appear over and over. For example, if your hiring process is rushed or your on-boarding insufficient, the same problem will likely happen again with the terminated person’s replacement.

Step 2: Did I give this person sufficient on-going feedback to help them identify and fix their performance issues?  If you have an employee with performance problems and you are not telling them what these issues are in a specific and constructive manner, or (almost as bad) waiting to do so in their annual performance review, you are not giving sufficient feedback. See our thoughts on the importance of one-on-one’s.

Step 3: Did I offer them an effective coaching process? We’re talking about a process-oriented, no nonsense, and measurable intervention here. Of course, we like ours because it satisfies these three criteria. We’ve seen remarkable change in individuals who have the courage to step up to this stakeholder-centered process.  See also Urs’ June ezine article.

Step 4: Do I have an unrealistic view of my powers to “remake/change?” an individual? As a leader, you’ve gotten where you are because of your hard work and belief in your abilities. This can lead to overconfidence on how much impact you ultimately have on an employee’s willingness and ability to change. Take it from me: If someone does not want to change, don’t waste your time!

Step 5: Am I falling into the “sunk cost” trap? “We’ve already spent so much time on training, moving expenses, bonuses, (fill in the blank here) that it would be a shame to give up now.”  However, what I hear time after time from every leader who has finally made the decision to terminate a problem employee is that they wished they had acted sooner.

Step 6: Am I trading results for drama? We’ll admit, some superstars produce superior results and have terrible interpersonal skills. Are you being completely honest about the trade-offs involved?  Because far too often we see this: the “prima donna” who nobody thought the company could do without turns out to be highly replaceable (plus a huge side benefit realized from new positive energy and goodwill among employees with their departure.)

Step 7: And finally, have I developed a Performance Improvement Plan that includes measurable results and a timeline, and shared this with the employee? Have I also developed a Plan B with a firm timeline in place in case the measurable results don’t happen so I’m not “held hostage” by poor performance?